The effectiveness of marketing strategy making processes in medical markets

This thesis contributes to the understanding of the effectiveness of marketing strategy making processes. It examines how such effectiveness is contingent upon the internal and external environments in which the process operates and, therefore, how the requisite process is contingent upon its organisational and market context. It builds on the fields of strategy content and strategy process and of organisational effectiveness, organisational culture and organisation theory. It tests and develops Burrell and Morgan’s congruency hypotheses as an explanation of the effectiveness of marketing strategy making processes. That work postulates that effectiveness results when the process is congruent with both its internal environment (i.e. microcongruent) and external environment (i.e. macrocongruent) This work takes a pragmatist epistemological perspective. The methodology is qualitative, using multiple-informant case studies. The congruency hypotheses are operationalised using a model and constructs based on the extant literature. The work is restricted to the medical products market in order to optimise insight and understanding. The findings support the congruency hypotheses. Strong strategy is associated with simultaneous macrocongruence and microcongruence. Further, a mechanism for the hypotheses is identified. Interactions between the strategy process and organisational structure, systems and habits provide an underlying mechanism of microcongruence. Failure or success of the process to manage market complexity and turbulence provide an underlying mechanism of macrocongruence. This work contributes to theory, confirming the congruency hypotheses, extending them into marketing strategy making and making a new contribution concerning the mechanism of congruency. To methodology, this work confirms the use of case studies, extends it to consider simultaneously internal and external environments and makes a new contribution concerning the construct of strategy quality. To practice, the work confirms the value of planning in complex markets, extends the concept of a “requisite” process and contributes new ideas for the deliberate management of marketing strategy making processes. The Effectiveness of Marketing Strategy Making Processes in Medical Markets (2003) Page 1 Acknowledgements & Gratitude This thesis is a prime example of an old maxim. I am wholly responsible for its weaknesses, but any strengths it may have are due to the help and support of many other people. As with a jigsaw, each of those people has been important to both the final outcome and PhD experience. For reasons of space, however, I must restrict my thanks to the general and the specific. My general thanks go to all of those involved in this work. My many friends at Cranfield, for creating such a supportive environment. All those outside Cranfield who contributed ideas or simply provided a sounding board. The many practitioners who gave of their time to take part in the research. Each of those groups were essential to this work. My particular thanks go to seven people, the personal contribution of whom was much more than I could have ever expected. In no order, because each played a distinctive part, these are: Professor Malcolm McDonald, whose supervision and wisdom made the PhD such a rich learning experience. I came to Malcolm with high expectations and they were exceeded. Dr Hugh Wilson, who freely shared his experience and friendship with me. His rare gift for encouraging and honest criticism made the difference at many critical moments. Mrs Anita Beal, whose skills and enthusiasm as a librarian have amazed me for five years. The part she played in this work went far beyond that suggested by her role. Ms Lindsay Bruce, whose practical and personal support was unstinting. If PhDs were awarded jointly, her name would also be on this thesis. My family, Heather, Eleanor and Catherine, for tolerating my long hours at my desk. Without their support, this thesis would have not happened. To all those, named and otherwise, who helped me in this work, I give my sincere thanks. The Effectiveness of Marketing Strategy Making Processes in Medical Markets (2003) Page 2