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Available onlineat www.sciencedirect.comProcediaScienceDirectSocial andBehavioral Sciencesnsi vnRProcedia-Social andBehavioral Sciences2072015125-13411th International Strategic ManagementConference2015Strategic marketingmanagement:achieving superior businessperformance throughintelligent marketing strategyHashem AghazadehFacultyof Management,University ofTehran,Terhan,IranAbstractIn theage ofdrastic changesorganizations needsustainable competitive advantage tocope withchanges and to succeed.They cancreate,sustain andusecompetitive advantage through strategic management.Organizations canformulate strategiesthat theirimplementation resultsin sustainable competitiveadvantage.Marketing strategiesseem to be an important typeof thesestrategies.Traditionally,according toan integratedapproach whichintegratesresource-based viewRBV andmarket-based view,organizations coulddevelop marketing strategies based on their internal capabilities and external position.Then theyimplement thesestrategies to create competitive advantagethroughtheir corecompetencies includecreating value for customers,attracting andsatisfyingthem.Marketing strategiesplay twoimportant rolesto sustain competitive advantage:1encourage customersto returnaccording tomarket-basedview,and2create distinctivecompetencies throughmaking corecompetencies VRIOaccording to RBV.VRIO refers to Valuable,Rare,not Imitableandto be able toOrganize.In todaysturbulent environment,VRIO and customer retentionare necessarybut notadequate to sustaincompetitive advantage andachieve superior performance.Then organizations must bemarket/customer oriented,think andact based on innovative knowledge,make auseful and longterm relationship with theircustomers.This qualificationis forthose organizationsthat areable to be knowledge-based,formulate its marketingstrategiesandsustain its competitive advantagebased on its ownknowledge.In other words itsmarketing strategyis intelligent.Organizations must consider innovativeknowledgeas anew inputto sustaincompetitive advantage andto develop intelligentmarketing strategymore thaninternal capabilityand externalposition asexistinginputs.In thispaper,we aregoing tocontribute anew perspectiveto developmarketing strategy.It issustaining competitive advantage and developingintelligent marketing strategy IMSthrough innovative knowledge to achieve superior performance.Accordingly wehave developeda comprehensive modelof Intelligent Marketing Strategy.©2015The Authors.Published byElsevier Ltd.This is an openaccess articleunder theCC BY-NC-ND licensehttp://creativecommons.Org/Iicenses/by-nc-nd/
4.0/.Peer-review under responsibility of the InternationalStrategic ManagementConferenceCorresponding author.Tel.+982161117624fax.+982188006477Email address:haghazade@ut.ac.ir1877-0428©2015The Authors.Published byElsevier Ltd.This is an openaccess articleunder theCC BY-NC-ND licensehttp://creativecommons.Org/licenses/by-nc-nd/
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798.Keywords:Intelligent marketing strategy IMS,Innovative knowledge IK,Sustainable competitive advantage SCA,Value creation,Sup eriorbusiness performance
1.IntroductionAll organizationsattempt tosurvive and achieve superior business performance in theircompeting markets.The success oforganizations maybe attainedthrough differentways.Some organizationsthink oftheirinternal capabilities whileothersaccount on their externalposition.Third groupof organizationsthink ofboth theirinternal capabilitiesand externalposition.Anyway,an organization can achieve superiorbusiness performance onlyif it can provideproducts thatcustomers willpay moreforthan itcosts thefirm toprovide them.It meansthat the organization must be able to create value forits customers.Valuecreation seems to beat theheart of any successfulstrategy speciallymarketing strategy.In orderto create value,theorganization mustobtain a competitive advantage and maintainit sustainableSaloner et al.
2001.But howan organizationcansustain itscompetitive advantagesVTRO frameworkwas theanswer of this questionin the
1990.In termsof VRIO,Acompetitive advantage of an organization will be sustainablewhen it can bevaluable,rare,not imitableby competitors,andmanageable byorganization Barney,
1991.In the21century thatlife and business aretaking newnature and the environmentof organizations is going to be morecompetitive andturbulent,VRIO seems not tobe adequate for sustainingthe competitiveadvantageof organizations.In thenew erathat product,technology andeven organizationlife cycleisgoingtobeshorter andshorter,there is a seriousneed to create anddisseminate theinnovativeknowledge of anythingrelated toorganizational success.In knowledge-based economyit isonly creativityand innovationthat makesand maintainsan organizationcompetitive,whereascompetitiveness is the mysteryof surviveand successSharkie,2003;Lopez SalvadorVivas,2005;Tomaz Cater,
2003.Intelligent marketing strategy IMSis a source ofthink-tank orpool ofcreativity,innovation andknowledge creation.IMScan playmutual importantrole for organizational success.In onehand it can providerequirements ofsustainable competitiveadvantage SCA andin theother hand itcan result insuperiorbusiness performance usingSCA through marketing assets.Applying marketingassets informationaland relational,IMS creates value for customers andsatisfy them.As aconsequence,satisfied customersreturn tothe organizationand bringit prosperityTomaz Cater,
2003.This paperis structuredas follows:Antecedents of IMS includingcompetitive advantageand SCA,IMS formulation and implementation,consequences of IMSvalue creationandbusinessperformance,and conclusionmodel of IMS as a contributionof paper.
2.Antecedents ofIntelligent MarketingStrategy IMS
2.
1.Competitive advantageCompetitive advantage isa factoror combinationof factors that make an organizationmore successfulthan otherorganizationsin acompetitive environment and cannotbe easilyemulated byits competitorsFeurer and Chaharbaghi,1995;Lin and Chen,
2008.Strategy speciallymarketingstrategyis related to competitive advantage mutually.In onehandcompetitive advantageisabase oran essencefor formulating strategy,in theother hand,formulatingstrategyis to create andsustaincompetitive advantage in theline of organizational objectivesFahy andSmithee,1999;Harris and Ogbonna,2001;Lopez SalvadorVivas,2005;Tomaz Cater,2003;Teece et al.1997;Peteraf,1993;Hunt and Morgan,1995;Woodruff,
1997.Inthe strategyand competitive advantage literaturetwo mainperspectives have been suggested:marketing or market-basedperspective andresource-based viewofthefirm RBVor competence-based perspectivePrahald andHamel,1990;Barny,1991;Juttner and Wehrli,1994;Fahy andSmithee,1999;Liu et al.,2001;Siruastaua et al.»2001;Hax and Wilde,2002;Harmsen and Jensen,2003;Hooley et al.,2003;Weerawardena andOcass,2003;Barney,1991;Bharadwaj et al.1993;Williams,1992;Werner felt,
1984.In orderto achievecompetitive advantage,an organization mustconsiderits externalposition,based on marketingperspective porter,1980,while accordingtoRBV,internal capabilitiesmust beaddressed Barney,
1991.In arecent thirdperspectiveit issuggested notto considersources ofcompetitive advantageseparately.According to this newperspective anorganization must thinkof itselfinternal Capabilitiesand itsmarket externalposition interactivelyassources ofachieving competitive advantageand/or formulatingmarketingstrategySirvastava et al.,2001;Hax andWiled,2001;Juttner andWehrli,1994;Hooley et aL,
2003.In theline ofthis newperspective,it wouldbe usefulif wemerge RBVand marketing perspectivesSirvastava etal.,2001;Juttner andWehrli,
1994.Marketing capabilitiesseemstobeaconcept thatcanmake thisinteraction andinclude bothinternal and external attributes,simultaneously Hooley etal.,2003;Sirvastava etal.,2001;Harris andOgbonna,2001;Tomaz Cater,2003;Barney,2010;Calof andWright,2008;Lin andChen,2008;Vorhies andMorgan,
2005.Marketing capability-as itsname shows-integrates environment,marketoroutside ofan organizationexternal factors:opportunities andthreats withits insideinternal factors:strengths and weaknesses.As figure1shows,marketing capabilityis animportantsource ofcompetitive advantageand itself is outcome of internal capabilitiesand externalpositioninteraction.Itis in the verynature of competition thatrivals tryto duplicateor eliminatea firmscompetitive advantagesaloner etal.,2001,
48.Then an organization must attempt tomaintain itscompetitive advantage for longenough andprevent itfrom imitation,duplication orelimination bycompetitors.Tn otherwords it must besustained Barney,1991;Fahy andSmithee,1999;Sirvastava etal.,2001;Sharkie,2003;Weerawardena andOcass,2003;Harris andOgbonna,2001;Lopez SalvadorVivas,2005;Barney,1991;Bharadwaj etal.1993;Williams,1992;Wernerfelt,
1984.Fig.
1.Sourcesofcompetitive advantage:Interaction ofinternalcapabilitiesand externalposition.I Internalcapabilities,*,….1Competitive advantageMarketing capabilitiestExternal positionTherefore and organizationsefforts must be focusedon acquiringsustainablecompetitive advantageSCA and formulatingamarketingstrategybased on SCA whichleads tosuperior performance.
2.
2.Sustainable CompetitiveAdvantage SCAAchievingSCA allowsthe organizationto obtainsuperior performanceFahy andSmithee,1999;McNaughton etal.,2002;Liu et aL,2003;Li andTsai,
2009.Now,one importantquestion isthat howan organizationcan sustain a competitiveadvantageBoth marketingperspective andRBV,focus onSCA as a coreand main source of organizational success.In termsofSCA,both perspectivesemphasis leveragingresources to create andsustain value for the organizations stakeholdersparticularlycustomers Sirvastava et aL,2001;Teece etal.1997;Peteraf,1993;Hunt andMorgan,1995;Woodruff,
1997.According toRBV,acompetitiveadvantageofon organizationis sustainablewhen it is valuable,rare,not imitableforcompetitors andmanageable for organization.Barney1992has calledthese criteria«VRIO framework»which includes:Value,Rareness,Imitation andOrganization.VRIO frameworkseemsnottobeadequateformaintaining sustainabilityofcompetitive advantage in todaysuncertain andcompetitive environment,whereas organizations9success depends onthespeedat whichthey cancapture,generate anddisseminate innovativeknowledgeand then usethis knowledgeto developcapabilitiesthat cannotbe easilycopied byrivals.This abilityto createinnovativeknowledgeand continueto learnfrom itcan sustaincompetitiveadvantagein a turbulentenvironment.It must be notedthat innovativeknowledge developedtoday willbecome thecoreknowledgeoftomorrow Sharkie,2003;Li andTsai,2009;Lopez SalvadorVivas,2005;Tomaz Cater,2003;Barney,2010;Calof andWright,2008;Lin andChen,2008;Vorhies andMorgan,
2005.In avery competitiveenvironment,tosustaintheir competitiveadvantageandto formulatetheir bestmarketing strategyorganizationsneed somenew sources and criteriamore thanVRIO.These newrequirements include:focus onquality andspeed,orientation tomarket andcustomer,consideration ofcompetitors,high degreecreativity andinnovationand many other macro/micro factorsPorter,1980;Feurer andChaharbaghi,1995;Sirvastava etal.,2001;Sharkie,
2003.Innovative Knowledge/Know-how IKthat isgenerated based on internal andexternal information seemsto encompassallabove newsourcesandrequirements Sharkie,2003;Feurer andChaharbaghi:1995;Barney,1991;Bharadwaj etal.1993;Williams,1992;Wernerfelt,
1984.Creating SCAthrough IK,an organizationmust be ableto formulate propermarketingstrategy to achieve superior performance.Thereforean organizationmustcapture,create andapply IKnot onlyfor sustainingitscompetitiveadvantagebut alsofor formulatingand implementingitsmarketingstrategy.This typeof marketingstrategy thatisformulating basedIK which itselfisbased on internalandexternalinformation,isaknowledge-based oneandwecan callitIntelligent MarketingStrategy IMS.As figure2shows,IMS playan activerole.In onehandit is affectedby SCAand IK,and alsois formulatedbasedonthem,intheother handitcaneffect onobtaining SCAand creatingIK indirectlySharkie,2003;Li andTsai,2009;Teece etal.1997;Peteraf,1993;Hunt andMorgan,1995;Woodruff,
1997.There aresome importantpoints infigure
2.First IKis source of sustainingcompetitiveadvantagemore andnewer thanVRIO.Second itisanimportant baseor essencefor formulatingIMS.And finallyIMS playsan activerole to acquire SCAandgenerate IK indirectly.
3.Intelligent MarketingStrategy IMS
3.
1.IMS formulationIn the electronicage thatsurvival andsuccessoforganization seriouslydependsonits customers,competitors andmarkets,marketing hasfound aremarkable rolein organizational performance.Recent perspectivesconsider marketingmuch morethanan organizationalunit oroperational function.According tomodern marketing,itisa strategicfunction andactive systemofgathering,creating anddisseminating innovativeknowledge IKof marketcustomers,competitors,etc withinorganization.Then strategic marketing isvital anditcanprovide anymarket-related informationto makeappropriate decisions.Additionally,it must identify how to create valuefor customers,satisfy them,makeagood andlong term relationship with them andetc.Kotler,2000;Perreaultt andMcCarthy,2003;Sirvastava etal.,2001;Harmsen and Jensen,2003;Berry,1995;Brodie etal.1997;Buttle,1996;Sudarshan,1995;Egan,
2001.In ouropinion strategic marketing playsa criticalrole andlinks organizationto itsenvironmentandthen helpstheorganization tobe proactivebeing preparedto adaptwith environmentor effect onitpreviously,To extentthat strategicmarketing is importantfororganizationalsuccess,marketingstrategycan bevital forachieving theobjective ofsuperiorperformance.We believethat strategicmarketingisorganizational activebrain andthat marketingstrategies mustbe intelligentanduseful to make propermarket-related decisions.This iswhy wehave selectedand used intelligent MarketingStrategyIMS»to introduceintelligence characteristicof marketingstrategy.IMS as a thoughtfulstrategy ofstrategicmarketingthink tank,must enablethe organizationto identifyits customers5needs,tocreatevalueforthem providing their desiredproducts-goods,services andideas,to delivercreated valueina way thatsatisfiesthem,to encouragethem to return,tomakea beneficial,mutual andlong term relationshipwith them,etc Kotler,2000;Perraultt andMcCarthy,2003;Solomon andStuart,2000;Fahy andSmithee,1999;Harmsen andJensen,2003;McNaughton etal.,2002;Sirvastava etaL,2001;Deshpande,1993;Moutinho andSouthern,2010;OGorman,2005;Trim andLee,
2008.
3.
2.IMS implementationNow,it seemstobetime toconsider IMS implementation.Some factorsand attributesmustbeprepared beforeand duringtheimplementation processof IMS.These include:market/customer orientation,marketing resources,relationshipmarketing/customer relationshipmanagement CRM,marketing learning/intelligence,etc Liu etaL,2003;Harmsen andJensen,2003;Weerawarden andOcass,2003;Hooley etal.,2003;McNaughton etal.,2002;Sirvastava etal.,2001;Fahy andSmithee,1999;Das,1995;Day,1994;Kohli and Jaworski,1990;Sinkula,1994;Aaker,
1994.For morethan40years researchershavebeentelling companiesand managersthat theyshould bemore marketoriented andfocusmore oncustomers HarmsemandJensen,
2003.In thisrespect marketingliterature suggeststhat organizationshave tobecustomer-oriented and/or market-oriented,innovative and learning-oriented Liuetal.,
2003.The popularityof marketorientation is largelydue tothe factthat manystudies haveshown thatmarket-oriented companiesperform betterthan othercompaniesHarmsen andJensen,
2003.It isfound thatmarket-oriented organizationstend tobe learning-oriented,show moreemphasison entrepreneurshipandachievesuperior performanceLiuetal.,
2003.Marketing orientationcan beviewed inseveral ways.First itisaparticular wayof thinking-a managementphilosophy thatrelatesorganizations decisionsand activitiesto itsmarket.In this view marketing orientationisdescribed as an organizationalcultureor setof values.Second,marketing orientationis such as behavior-a setof processesand/or actionsthat arerelated toorganizationsunderstanding ofmarket and its abilityto respondtothisunderstanding.According tothisview,marketorientation,prescribes thatorganizations activities and productsrest onthe collection,dissemination andresponse tomarketinformation.Clearly bothviews focusonmarketconsumers,customers,competitors,etc.and alsothey arguethatorganizations actionsshould bedirected by market information.In theotherwordorganizations shouldbeableto respondtothe marketonthebasis of marketing intelligence.Third,marketingorientationcanresult in anintegrative strategicoperational way.According tothis wayorganizationsmustidentify marketneeds,wants anddemand,present desiredproducts,createvaluefor customers/market inawayin whichcustomers become satisfied and return totheorganization.Whencustomers buyproducts,becomesatisfied andreturnto buyagain,organizationcanachievesuperiorperformance HarmsenandJensen,2003;Lopez SalvadorVivas,2005;Homburg andKrohmer,1999;Rust etal.2004;Zerbini,2007;Tuominen etal.
2004.Developing market orientation,IMS mustapply somemarketing resourcesduring itsimplementation toachieve superiorperformance.Marketing resourcesinclude thoseresources thatcreatevalueinthe market place.Marketing resourcescan bedefinedas anyattribute,tangible orintangible,physical orhuman,intelligent orrelational resourcesthat can be deployedbythe firmtoachievea superiorperformance inits marketsHooley etaL,
2003.Marketing resourcesare usedtocreatecustomervalue andmanage marketplaceuncertainty anddynamics duringIMS implementation.Sirvastave etaL,2001Marketing resourcescan bedivided into two parts:market-based and marketing supportassets.Market-based assets arethose,which can be immediatelydeployed inthe marketplace todirectly createcustomer/market valuesuch asreputationassets.Marketing supportassetsarethose thatsupport marketingactivitiesandhence contributeindirectly tocustomer valuesuch as market orientation.Marketing supportassets effecton leveland qualityofmarket-based assetsoforganizationHooleyet al.,
2003.Market-based assetsare tworelated types:relational andintelligent.The importanceof relationalassets tothe practiceofmarketing isevidenced inthe emergenceof relationshipmarketing»and«customer relationshipmanagement CRM».Intelligent assetsare thetypes ofknowledge thatan organizationpossesses aboutitscompetitiveenvironment SirvastavaetaL,
2001.Having theseassets putsan organization inasituation inwhichitadvocates systematicacquisition,dissemination andapplicationof informationto formulateand particularlyimplement IMS.IMS itselfinvolves identifyingand assemblingtheresources thatare requiredto produceand deliverthe offerings.This inturn requiresconsiderable organizationalinvestment ontime,energy andmoney tocreate deepand insightfulcustomer knowledgeSirvastavaetal.,2001;Hooley etal.,
2003.During IMS implementation an organizationmustcreate andprovide valuesfor customersin waythat theybecome satisfiedofthem values.Customer satisfactionmustbeto extentthat canresult inorganization/brand loyaltyofsatisfied customers,as wellas leadsto theirretention andpositive word-of-mouth whichhelps torecruit newcustomersMcNaughton etal.,2002;Fahy andSmithee,1999;Perreaultt andMcCarthy,2003;Lopez SalvadorVivas,2005;Draganidisand Mentzas,2006;Hart etal.2003;Laszlo etal.2010;Trim,
2004.IMS implementationprocess isshown infigure
3.According tothis processusing marketing relationship andintelligence,an organizationattempts tocreatevalueforcustomers,satisfy themand makea long-term relationshipwiththem.By thisway itisexpected an organizations toachieve itsobjectives throughimplementing IMSPerreaultt andMcCarthy,
2003.Customer valuehas fourcore dimensions:Attributes referto howthe offeringmight beused,benefits tangibleandintangible factorsperceived bycustomers.Attitudes customerperception orimage aboutorganization,product orbrand andnetworkeffects customersderive valuefrom beingpart ofone ormore organizationalnetworks associatedwith asupplier anditsoffering Sirvastavaetal.,
2001.Intheline ofIMS implementation,an organizationmustidentifyhowtoprovide customersdesired values products,attract andsatisfy themthrough marketing intelligence,and alsoan organizationmustbeable toencouragesatisfied customersto returnthroughmarketingrelationship.It isexpected an organization,toachievesuperiorperformance throughthis process.When wespeak aboutsuperiorperformanceasaresult ofsuccessful IMS,only financialperformancecome tothe mind,while organizational performance ismuch morethan itand hasmanyotheraspects anddimensionsthat mustbe considered.Financial performancereferstofinancial indicatorssuchasincome,profit,sale volume,etc.other dimensionsoforganizationalperformance canbe consideredas market andcustomer performance.Fig.
3.IMS-implementation valueCreation,customer satisfactionretentionIt hasbeen recognizedthat loyal customers aremore valuablethan occasionalones.Many marketingactivities thereforearedirected atcreating andmaintaining satisfied and loyal customers.This outcomecanbecalled customerperformance.In termsof marketing performance,innovation capabilitiesresultinthe developmentandmarketingof newor existproducts thatmightbe expected to resultin increasedsales volume and/ormarket share Hooley etal.2003;Fahy andSmithee,1999;Walker etal.2006;Webster,1992;Amit and Schoemaker,1993;Day,
1994.
4.Consequences ofIntelligent MarketingStrategy IMS
4.
1.Value CreationIn this studyfor valuecreation,stakeholders,value-based approach is employed.In thisapproach stakeholdersare thoseindividualsor groupswhich influencetheorganizationor areunder influenceby theorganization.The perceivedvalue isseparatedinto twocategories:acquisition value and transaction value.In forthcomingstudies,different scholarshave studiedtheconcept of value andcome upwith severalmultidimensional approaches.In thismanner itis formulatedbasedonacomprehensive approachand perceivedvalue classifiedintotwomain categories:cognitive responseand affectivecomponents.The valueconsists of three dimensions:functional value,social valueand emotionalvalue.In anotherstudy,six dimensionsproposedas perceivedvalue consistingofadimension offunction valueincluding installations,professionalism,quality andprice;and anaffective dimensionincluding emotionalvalueandsocial valueHan and Srivastava,1998;Mckee etal.1989;Narver and Slater,1990;Lucio,2010;Vorhies etal.1999;Hooley etal.
2001.Major changesinbusinessmodels,fiercecompetition amongfinancial organizationsand areamong themost influentialfactorsthatforced companiesto movetowardsmarket orientation.In orderto gainbenefits fromlong-term loyaltyand satisfactionof customers,financial banksshould focusonestablishing andmaintaining along-termrelationwith theircustomers.Reviewing enterprisesliterature indicatesthatthey shouldcreate andpropose valuein threeareas:stakeholders value,employees valueand value perceived bycustomers.Infact creationand deliveringof valueisthenextsourcefor competitiveadvantageforfirms.Considering theseapproaches andcategorizationsonvalue,in stakeholderdriven approachthe mainvalue classificationis:valueperceived by market,valueperceived bycustomer,organizational valueperceived bycompetitors and organizational internalvalue Smithetal.1991;Day,1990;Zahra andCovin,1993;Hooleyetal.2005;Nath etal.2010;OSullivan andAbela,2007;Tuominen etal.
2005.
4.
2.Business performanceBusinessperformance consists ofthreemain components:customerperformancesatisfiedandloyalcustomer,marketperformance salesvolumeandmarket shareand financialperformance profit,ROI.In orderto evaluatebusinessperformance,market performanceand financialperformance wereemployed.Market performancecategory includesreturn ofcustomer,customer satisfactionand trust.Financial performanceconsistsofreturn ofinvestment ROI,return ofsale ROS,increase insales andmarketshare.In servicessuchasfinancial bankingand healthcaresector inwhich amutual interactionoccursmarketorientationinfluences performancesignificantly.In orderto developa frameworkfor businessperformance,stakeholder orientedapproachisusedinthis study.Inthisapproach businessperformance isoutcomeofbusiness performanceperceived bymarket,businessperformanceperceived bycustomers,businessperformanceperceivedbycompetitors andbusinessinternal performanceperceivedbyshareholders andemployees Nathetal.2010;OSullivan andAbela,2007;Mckee etal.1989;Narver andSlater,1990;Han andSrivastava,1998;Zahra andCovin,1993;Hooleyetal.2005;Baker andSinkula,1999;Farrell,
2008.
5.Conclusion:Comprehensive modelof IMSAsdiscussed beforeall organizationswant toachievesuperiorperformanceindifferent dimensions.They wanto obtainenoughfinancial benefits,have manysatisfiedandloyalcustomersanddeveloptheir marketsand productsinnovatively.Achieving thistype andlevel oforganizationalperformancerequires formulatingand implementingintelligent marketingstrategyIMS.Its formulationand implementationsuccess inachieving superiorperformance dependson somestrategicactions:First-creating sustainablecompetitiveadvantageSCA basedoninternalcapabilitiesandexternal positionsimultaneouslymarketing capabilityand usingit asa sourceofIMS formulationand asatool ofIMSimplementation.Second-applying innovativeknowledge IKasasourceof creating SCAandasasourceofIMS formulation.Third-considering howtocreateSCAand IKinIMSformulation.Forth-applying marketing intelligenceandmarketing relationshipcapabilitiesoforganizationfor IMSimplementation.Fifthconsidering howtodevelopmarketingintelligenceand marketingrelationship capabilities inorganizationinIMSformulation.Sixth-being qualifiedand equippedwith SCA,IK,marketingintelligence andmarketingrelationshipidentifying customers9values,creating them,attracting andsatisfying customers,encouraging customerstoreturnand bringhigh performancefororganization.Considering allabove descriptions,figure4illustrates thecomprehensivemodelofIMS.According tothis modelthat isthemain contributionofthispaper,anorganizationcreates itscompetitiveadvantagebasedonits internalcapabilities andexternalposition.Marketingcapabilitiesthat integrateinternalcapabilitiesandexternalposition ofanorganizationcan beconsideredasamainsourceofcreatingcompetitiveadvantage.The natureof competitionforces organizationto thinkofsustaining theircompetitiveadvantage.According tofigure4,anorganizationmustattempttocreatevaluable,rare,notimitable andorganizing VRIOcompetitiveadvantageand importantlyitmustbe basedon innovativeknowledgeIK.In thisrespectitisexpectedtobe sustainable.Now preconditionsare readytoformulateIMS;anorganizationmust formulateit IMSbasedonSCAand IK.As figure4shows,IMS caneffectoncreating SCAandIKindirectly.After determiningintelligentmarketing strategies,anorganizationapplies itsmarketingintelligenceandmarketingrelationshipcapabilitiesand startstoimplement IMS.Fig.
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