Christian Homburg: Marketer

“Much empirical work on marketing organization has not distinguished between marketing units and sales units. Traditionally, sales has been conceptualized as a subunit of the marketing department that reports to a marketing executive (Ruekert, Walker, and Roering 1985; Weitz and Anderson 1981). For example, Ruekert and Walker (1987a, b) and Dastmalchian and Boag (1990) speak about marketing as one whole and barely mention the word sales. This view of M & S as one unit is challenged by qualitative reports (Piercy 1986).”

Christian Homburg

Source: "Configurations of marketing and sales: a taxonomy", 2008, p. 134

“Industrial marketing should be understood as a relationship-specific rather than a transaction-specific construct.”

Christian Homburg

Christian Homburg, and Bettina Rudolph. "Customer satisfaction in industrial markets: dimensional and multiple role issues." Journal of Business Research 52.1 (2001): 15-33.

“Cross-functional KAM companies stand out with respect to both performance in the market and adaptiveness.”

Christian Homburg

"A configurational perspective on key account management", 2002

“Little is known about the interface between separate marketing units and sales units. This article develops a multidimensional model of the marketing and sales interface. The model integrates a broad range of conceptual domains, including information sharing, structural linkages, power, orientations, and knowledge of marketing and sales. The authors empirically explore the conceptual model through a cross-industry study of 337 European Union–based companies. They identify five empirical archetypes of the marketing and sales interface. The taxonomy shows that the role and characteristics of marketing and sales vary a great deal. This finding challenges existing stereotypes about marketing and sales. Finally, the article explores organizational outcomes of the five configurations. The findings suggest that the most successful configurations are characterized by strong structural linkages between marketing and sales and a high extent of market knowledge in marketing.”

Christian Homburg

Source: "Configurations of marketing and sales: a taxonomy", 2008, p. 133; Abstract

Knowledge , Study , Strong , Success

“The greater the extent of market dynamism, the greater is the positive impact of market-oriented behaviors on market performance.”

Christian Homburg

Source: "A multiple-layer model of market-oriented organizational culture", 2000, p. 453

Behavior

“[Strategic account management programs include] special activities… such as pricing, products, services, distribution, and information sharing’ and that they involve ‘in addition to marketing and sales, functional groups such as manufacturing, research and development, and finance.”

Christian Homburg

Source: "A configurational perspective on key account management", 2002, p. 40-42; as cited in Storbacka (2007)

“Marketing Management: A Contemporary Perspective provides a fresh new perspective on marketing from some of the leading researchers in Europe. The book offers students and practitioners the comprehensive coverage they need to make the right decisions to create and implement highly successful marketing strategies. This exciting new book combines scholarly international research with relevant and contemporary examples from markets and brands across the world.
The authors combine their experience as researchers and industry consultants to provide the conceptual and theoretical underpinning of marketing and empirical research, helping students to understand how marketing concepts can be applied and implemented. The book covers a full range of industries including business-to-customer, business-to-business, services marketing, retailing and international marketing from companies around the globe.”

Christian Homburg

Abstract 2009 edition.
Marketing management: A contemporary perspective, 2003

Books , World , Understanding , Business

“Norms guide market-oriented behaviors within organizations. More specifically, we focus on market orientation as the concrete object of these norms. If, for example, the members of an organization share the value of openness of internal communication, a specific norm related to that value is the openness of market-related internal communication. As another example, the norm of market-related responsibility of employees is a specification of the more general shared value of responsibility of the employees… The difference between values and norms is that norms guide behaviors in a specific context, whereas values represent general guidelines.”

Christian Homburg

Source: "A multiple-layer model of market-oriented organizational culture", 2000, p. 451

Behavior , Communication

“Previous research addressing market orientation from a cultural perspective typically has used behavioral measures of this construct. Drawing on literature in the fields of organizational theory and marketing, the authors develop a multilayer model of market-oriented organizational culture. They draw an explicit distinction among values that support market orientation, norms for market orientation, artifacts indicating high and low market orientation, and market-oriented behaviors. On the basis Of qualitative research and a subsequent survey, the authors develop scales for measuring the different layers of market-oriented culture and analyze relationships among the different components of market-oriented culture. Findings indicate that artifacts play a crucial role in determining behavior within organizations. Results also indicate that a market-oriented culture influences financial performance indirectly through market performance and that this relationship is stronger in highly dynamic markets.”

Christian Homburg

Source: "A multiple-layer model of market-oriented organizational culture", 2000, p. 449 ; Abstract

Behavior , Literature , Support , Drawing