Keywords: Dynamic Marketing Strategy Marketing Learning Focus Proactive Customer Orientation

DYNAMIC MARKETING STRATEGY, MARKETING COMPETITIVENESS, MARKETING SUCCESS, AND MARKETING PERFORMANCE: EVIDENCE FROM HOME DECORATION EXPORTING
BUSINESSES IN THAILAND Rapheephan Phong-inwong, Mahasarakham Business School, Mahasarakham University, Thailand Phapruke Ussahawanitchakit, Mahasarakham Business School, Mahasarakham University, Thailand Karun Pratoom, Mahasarakham Business School, Mahasarakham University, Thailand ABSTRACT The purpose of this study is to examine the relationships among five dimensions of dynamic marketing strategy, new product development efficiency, business marketing excellence, customer value creativity, marketing competitiveness, marketing success, marketing performance, executive aggressive vision, marketing resource readiness, marketing experience, changing customer preference, competitive environment instability, via organization marketing culture and marketing leadership. Dynamic marketing strategy consists of marketing learning focus, proactive customer orientation, product innovation awareness, intelligent technology utilization and stakeholder responsive willingness. Here, 314 home decoration exporting businesses in Thailand were chosen as the sample of the study. The results of this study indicate that five dimensions of dynamic marketing strategy has a significant positive association with marketing outcomes (marketing competitiveness, marketing success and marketing performance).Surprisingly, Potential discussion with the research results is effectively implemented in the study. Theoretical and managerial contributions are explicitly provided. Conclusion, suggestions and directions of the future research are recommended. . Keywords: Dynamic marketing strategy; marketing learning focus; proactive customer orientation; product innovation awareness; intelligent technology utilization; stakeholder responsive willingness; new product development efficiency; business marketing excellence; customer value creativity; marketing competitiveness; marketing success; marketing performance; executive aggressiveness vision; marketing resource readiness; marketing experience; changing customer preference; competitive environment instability; organization marketing culture and marketing leadership 1. INTRODUCTION Nowadays, the fast-moving business environments open to global competition so the firms must adapt and change in accordance with the situation changes (Dreyer and Gronhaug, 2004). Accordingly, organization prepared to bring strategic orientation (marketing orientation and innovation orientation) that both employee commitment and firm performance (Zhou, Gao, Yang and Zhou (2005). In addition, firms must focuses on dynamic capabilities as reconfiguration of resources within firms including generating a new application from those resources. So the consequences of dynamic capabilities lead to determinant of competitive advantage (Eisenhardt and Martin (2000). However, in previous literature review, most scholars suggested that firms should concentrate on both the internal and external organizational factor as the strategic renewal useful in the highlight of the marketing performance success (Morgan et al., 2009; Prashantham, 2008; Dreyer and Gronhaug, 2004). Hence, in the era of globalization, organization has to integrate strategy and dynamic included searching for strategies to improve performance without sacrificing quality. The previous research shows that firm leads to firm survival because executive of business encourages proactive vision and long term vision (Brush, 2008; Gluck, 1981). Moreover, firm focused marketing experience and searching know-how as firm have marketing readiness. Firms have intangible resource and imperfectly imitable resources help firm excellence operation (Junarsin, 2010; Barney, 1991; Wernerfelt,1984). In addition, firm created relationship with customers and firm have true information of customer which both are help the organization repaired the past operation planning more than competitors planning (Tajeddini and Trueman, 2008) Likewise, firm searched customer preference and firm responded customer need on time, so this activities help customer commitment to business (Mu et al.,2009). On the other hand, uncertainty of external environment supported firm to adaptive production
INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012
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and repaired present operation planning. Thus, uncertainty of external environment encourages firm created know-how and leads firm to dynamic marketing strategy (Tynan and Mckechnie,2009; Yang,2009; Lieberman and Montgomery,1981). In the area of marketing strategy, most scholars found that firm success in the era globalization. Firm must focused on dynamic capabilities as reconfiguration of resources within firms including generating a new application from those resources. So the consequences of dynamic capabilities lead to determinant of competitive advantage ( Eisenhardt and Martin (2000). However, businesses encourages the employees to learning marketing and supported the executive to applied policies of firm and production by using technology and innovation (Jarratt and Fayed,2001; Jensen,2001). Likewise, firm supported the operation process by using technology (i.e.network, internet, intranet and a set of computing). Nevertheless, firm aware the safety of customer as firm created green product and the firm launches the product quality to marketplace (Lamberti and Noci,2010; Weber,2008; Klein and Dawar,2004). Based on this area discuss, marketing strategy which is dynamic capabilities leads firm have new product development, high level of product and service and customer commitment to firm. All of result, dynamic marketing capabilities are positively related to marketing performance (Ching and Hsu, 2006; Kyrialkopoulos and Mooman,2004). From the existing literature, there are a few empirical research on the dimensions of dynamic marketing strategy and the relationships of dynamic marketing strategy (Spillan and Parnell,2006; Kyrialkopoulos and Mooman,2004). Therefore, this research provides clarification of the new dimensions, measurement and conceptual model for dynamic marketing strategy. To clearly verify the aforementioned relationships, home decoration exporting businesses in Thailand are sample of the study because home decoration businesses have dynamic product and created know-how process of marketing. Moreover, home decoration responded customer preference which changed fast life style such product made from natural and variety of product. Hence, home decoration exporting business are characterized to firms which dynamic marketing strategy. Absolutely, this research aims at examining the effects of dynamic marketing strategy on marketing outcomes of home decoration exporting business. To clearly verify the aforementioned relationships, home decoration exporting businesses in Thailand are the sample of the study. The key purpose of this research is to examine the relationships among dynamic marketing strategy, marketing competitiveness, marketing success and marketing performance. In this study, the key research questions are: (1) how does each dimension of dynamic marketing strategy have influence on NPD efficiency, business marketing excellence, customer value creativity, marketing competitiveness, marketing success and marketing performance?, (2) how does NPD efficiency have an influence on business marketing excellence, marketing competitiveness and marketing success?, (3) how does business marketing excellence have an influence on marketing competitiveness and marketing success?, (4) how does customer value creativity have an influence on business marketing excellence, marketing competitiveness and marketing success?, (5) how does marketing competitiveness have an influence on marketing success and marketing performance?, (6) how does marketing success have an influence on marketing performance?, (7) how does the role of antecedents (executive aggressiveness vision, marketing resource readiness, marketing experience, changing customer preference and competitive environment instability) influence each dimension of dynamic marketing strategy?, (8) how do the moderating effects of organization marketing culture on the antecedents (executive aggressiveness vision, marketing resource readiness, marketing experience, changing customer preference and competitive environment instability) influence each dimension of dynamic marketing strategy?, (8) how do the moderating effects of organization marketing culture on the antecedents(executive aggressiveness vision, marketing resource readiness, marketing experience, changing customer preference and competitive environment instability) have an influence on each dimension of dynamic marketing strategy?. This research is outlined as follows. The first section reviews existing significant literature in the area and streams of five dimensions of dynamic marketing strategy, new product development efficiency, business marketing excellence, customer value creativity, marketing competitiveness, marketing success, marketing performance, links between the concepts of the aforementioned variables, and develops the
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key research hypotheses of those relationships. The second obviously reports particulars the methodology, including data collection, measurements, and statistics. The third presents the analysis of results and corresponding discussions. The final summarizes the finding of the current study and ideas both theoretical and managerial contributions, and offers suggestions for future research directions together with the conclusion. 2. RELEVANT LITERATURE REVIEWS AND HYPOTHESES DEVELOPMENT This study explores the effect of five dimensions of dynamic marketing strategy that influence new product development efficiency, business marketing excellence, customer value creativity, marketing competitiveness and marketing success improvement on marketing performance. Dynamic marketing strategy is the way management capability as a source of organizational capability in an increasing marketing position advantage (Camision and Lopez, 2011; Ching and Hsu, 2006). Furthermore, this study investigates organizational organization, marketing culture and marketing leadership that are the moderating variables in the context of home decoration exporting business in Thailand. Conceptual model and linkage model presenting the relationships among these constructs is depicted as in Figure 1 below. For the relation of conceptual model, two theoretical are utilized. Dynamic capability theory refers to firms that operate the process of firm in the rapidly environmental change and firm managed resource and employees agreeable with situation ( Eisenhardt and Martin, 2000). The article of Griffith et al., (2006) suggested that dynamic capability approach is tool of entrepreneurial proclivity relative positive to market responsiveness. Likewise, Teece et al., (1997) find to dynamic capabilities helpful to organizational form that has increasing rent as resource- based advantage. Most researchers use dynamic capability to explain marketing research. For example, the article of Griffith et al.,2006) suggested that dynamic capability approach is a tool of entrepreneurial proclivity relative positive to market responsiveness. Firm is dynamic operation marketing by internal and external environment change. Accordingly, Ching and Hsu (2006) shows that a firm uses dynamic capability and focuses on technology innovation which both positively influence on new product development performance. The work of Morgan et al.(2009) investigated marketing orientation, marketing interaction and marketing capabilities that influence positively to firm performance. In this study, dynamic capability theory explains dynamic marketing strategy ( marketing learning focus, proactive customer orientation, product innovation awareness, intelligent technology utilization and stakeholder responsive willingness), new product development efficiency (NPD efficiency), business marketing excellence, customer value creativity, marketing competitiveness, marketing success and marketing performance. Contingency theory offers that the firm effectiveness is based on firm capability to adapt to the internal and external environments (Lawrence and Lorsch, 1967). In other words, the firm could adjust its strategies effectively to internal and external factors so that the firm is more likely to perform better. Prior research that adapts the contingency theory posits that the effectiveness of market orientation on firms innovation and performance may depend on matching organization characteristics to contingencies. They draw contingency in definition as any variable that moderates the effect of an organizational characteristic on organization performance (Morton and Hu, 2008). However, most scholars in marketing found that the contingency theory increases marketing capability leading to marketing performance. Accordingly, the work of Meyer et al., 1993) suggested that contingency perspective explained firm dynamic as following.
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FIGURE 1 RELATIONSHIP MODEL OF DYNAMIC MARKETIN STRATEGY, MARKETING COMPETITIVENESS, MARKETING SUCCESS AND MARKETING PERFORMANCE
2.1 Dynamic marketing strategy Dynamic marketing strategy is a key of this research and it refers to the way of strategy which is the term dynamic capability emphasizes the role of dynamic paradigm as the business directions and objectives that the top management of a firm aims to achieve. Moreover, dynamic marketing strategy is the dynamic marketing operation which leads firm to marketing performance (Gima and Wei, 2010; Ching and Hsu, 2006). In this research, we propose five dimensions of dynamic marketing strategy based on dynamic capability theory and contingency theory. The five dimensions comprise marketing learning focus, proactive customer orientation, product innovation awareness, intelligent technology utilization and stakeholder responsive willingness. The detailed discussion of these dimensions is mentioned as below. Marketing learning focus. Marketing learning focus is defined as firms understanding marketing environment change. They have the operation planning for present and future (Wei and Wang,2011). Moreover, marketing learning focus as marketing sensing capability is defined as marketing capability consistent with firm's ability to learn about customers, competitors, channel members and the broader market environment in which it operates continuously. In addition, firm observed competitor s operation (Wei and Wang,2011, Morgan et al., 2009). As aforementioned, marketing learning focus is the potential possibility to affect new product development efficiency (NPD efficiency), business marketing excellence, customer value creativity, marketing competitiveness, marketing success and marketing performance. Thus, building on the extant literature, it is hypothesized that: Hypothesis 1: The marketing learning focus will have a positive influence on (a)new product development efficiency, (b) business marketing excellence, (c) customer value creativity, (d) marketing competitiveness (e) marketing success, and (f) marketing performance. Proactive Customer Orientation. Proactive customer orientation refers firm can predict customer needs for future. Marketing capability is an ability to force products and services offering to customers. The results of these activities are responsive to customers to perceive product values and satisfaction to continue in the marketplace . It is firms predicted customer needs for the future (Morgan, 2012; Blocker et al., 2011; Mu et al., 2009; Brush, 2008; Narver et al., 2004). As aforementioned, proactive customer orientation is
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the potential possibility to enhance new product development efficiency (NPD efficiency), business marketing excellence, customer value creativity, marketing competitiveness, marketing success and marketing performance. Thus, building on the extant literature, these ideas lead to posit the following hypotheses: Hypothesis 2: The proactive customer orientation will have a positive influence on (a)new product development efficiency, (b) business marketing excellence, (c) customer value creativity, (d) marketing competitiveness (e) marketing success (f) marketing performance. Product innovation awareness. Product innovation awareness is defined as firm awareness development in new products that is a variety of goods offering to marketplace continuously and including firm that focuses on innovation and technological utilization to develop goods. Moreover, product innovation awareness is the firms perception of the importance of product innovation as valuable asset through development new product, technology to modification raw to product quality, know-how and intellectual ability that aligns with the organizations missions and strategic goals. In addition, firm supports budgets to development new technology (Kok and Biemans, 2009; Vazquez and others, 2002; Hurley and Hult, 1998). As aforementioned, product innovation awareness is the potential possibility to enhance new product development efficiency (NPD efficiency), business marketing excellence, customer value creativity, marketing competitiveness, marketing success and marketing performance. Hence, these ideas lead to posit the following hypotheses: Hypothesis 3: The product innovation awareness will have a positive influence on (a)new product development efficiency, (b) business marketing excellence, (c) customer value creativity, (d) marketing competitiveness (e) marketing success (f) marketing performance. Intelligent technology utilization. Intelligent technology utilization refers to the degree in which firm applies technology to operation marketing activities as a set of computing, network and information technology are use with internal and external organization. Moreover, firm uses information technology to a set of computing and communication technologies that are used for the exchange information cross-function, storage, processing, and dissemination. Firm applied new technology for marketing activities (Racela and Thoumrungroje, 2010; Ching and Hsu, 2006; Chandy and Tellis,1998). As aforementioned, Intelligent technology utilization is the potential possibility to enhance new product development efficiency (NPD efficiency), business marketing excellence, customer value creativity, marketing competitiveness, marketing success and marketing performance. Drawing from these reasons, the following hypotheses are posited: Hypothesis 4: The intelligent technology utilization will have a positive influence on (a)new product development efficiency, (b) business marketing excellence, (c) customer value creativity, (d) marketing competitiveness (e) marketing success (f) marketing performance. Stakeholder responsive willingness. Stakeholder responsive willingness refers to firm activities that responsive to stakeholder satisfaction such as firm offering product quality and green product to customers, motivation of work (i.e. salary and benefit), business awareness relationship with suppliers, organization show outcome operation (high profit for investor) (Weber, 2008; Du et al., 2007; Maignan and Ferrell, 2003). As aforementioned, stakeholder responsive willingness is the potential possibility to enhance new product development efficiency (NPD efficiency), business marketing excellence, customer value creativity, marketing competitiveness, marketing success and marketing performance. The following hypotheses are posited: Hypothesis 5: The stakeholder responsive willingness will have a positive influence on (a)new product development efficiency, (b) business marketing excellence, (c) customer value creativity, (d) marketing competitiveness (e) marketing success (f) marketing performance. 2.2 New Product Development Efficiency New product development efficiency or NPD efficiency is defined as firm capability to create new product that launched in the marketplace, new products that develop product quality, low cost and firm have new
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product in the marketplace continuous. Moreover, new products of firm that are with quality at low cost , consistent, timing, a degree of product quality , a system perceived to be new product as product quality, low cost and alternative to be the best of choice for customers (Racela and Thoumrungroje, 2010; Hult et al.,2004). At this point, New Product development efficiency is potential possibility to enhance business marketing excellence, marketing competitive and marketing success. Hence, the hypothesis is proposed as follows: Hypothesis 6: The NPD efficiency will have a positive influence on business marketing excellence. Hypothesis 7a: The NPD efficiency will have a positive influence on marketing competitive. Hypothesis 7b: The NPD efficiency will have a positive influence on marketing success. 2.3 Customer Value Creativity Customer value creativity refers to firm capability to demonstrate products and services offering to clients as product quality when compared with competitiveness in the marketplace. Consequently, firm generates client to perceive value product and utilization, leading to marketing success (Eisenhardt and Martin, 2000; Luo, 2000). Thus, customer value creativity is positive to marketing competitiveness, marketing success and marketing performance. As mentioned above, the hypotheses are proposed as follows: Hypothesis 8: The customer value creativity will have a positive influence on business marketing excellence. Hypothesis 9a: The customer value creativity will have a positive influence on marketing competitiveness. Hypothesis 9b: The customer value creativity will have a positive influence on marketing success. 2.4 Business Marketing Excellence Business marketing excellence refers to the degree of marketing practices more than competitors which firm gains competitive advantage. For example, firm have marketing activities is excellence when compare with competitors, firm aims to achieve efficiency, cost reduction and product quality in marketing operation. That is firm is highly competitive in cost structures (Reimann et al., 2010). Moreover, Firm ability helped to adapt with environment change (i.e customer needs change, price change and technology change). As aforementioned, firm capability to integrate innovation, product quality and service, affect positively to marketing competitive and marketing success. Thus, business marketing excellence is positive to marketing competitiveness, marketing success and marketing performance. Hence, the hypotheses are proposed as follows: Hypothesis 10a: The business marketing excellence will have a positive influence on marketing competitiveness. Hypothesis 10b: The NPD efficiency will have a positive influence on business marketing success. 2.5 Marketing Competitiveness Marketing competitiveness is defined as marketing activities such as firm offering new product to customers needs, customer perceive product quality, delivery on time. Firm that focuses on product quality and cost production when compared in the marketplace. Moreover, firm seeks information of culture customer and prefers to deliver product customer in the marketplace on time. Therefore, the result of all is customer royalty for business which has competitive advantage more than competitors in marketplace (Oliver and Holzinger, 2008; Bharadwaj et at., 1993; Day and Wensley, 1988). The concept of resource advantage theory explains that the role of marketing competitiveness as product quality, customer satisfaction and new product development influences positively to marketing performance.
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Thus, marketing competitiveness is positively to marketing competitiveness leads to the hypothesis proposed as below:
performance.
Thus,
marketing
Hypothesis 11: The marketing competitiveness will have a positive influence on marketing success. Hypothesis 12: The marketing competitiveness will have a positive influence on marketing performance. 2.6 Marketing Success Marketing success is defined as the marketing activities of firm which business is responsive to customer needs are continuously and the results of all activities lead to customer perceive product quality. Customer buy products of firm more than they did in the past, more new clients purchasing goods of business continuously, the outcomes of marketing increasing (Lages, Silva and Styles, 2009; Shergill and Nargundkar, 2005; Hurley and Hult, 1998). Thus, marketing success is positive to marketing performance. Hence, the following hypothesis is formulated as follows: Hypothesis 13: The marketing success will have a positive influence on marketing performance. 2.7 Marketing Performance Marketing performance refers to namely profit goal achievement, sales goal achievement, ROA and ROI achievement (Return on investment). Each outcome item is phrased so that respondents evaluate these aspects of business performance relative to their business unit of primary competitors (Lin et al., 2011; Tajeddini, 2010; Amber and Roberts, 2008). Firms can achieve sustainable competitive advantage from resources and capabilities as strategic planning and management skills (Barney, 1991; Conner and Prahalad, 1996). Hence, this study expects dynamic marketing strategy to be positively related to marketing performance show that creating of dynamic marketing strategy as a source of competitive advantage that helps a company to generate greater returns in short and long terms (Vazquez et al., 2001; Hurley and Hult, 1988). 2.8 Executive Aggressiveness Vision Executive aggressiveness vision is viewed as personality of CEO team which forward-looking perspective involving introducing new products or services ahead of the competition, focus on innovation, technology, newness and dynamic technology (Fanelli et al., 2009; Lumpkin and Dess, 2001; Larwood and others, 1995; Gluck, 1981). Moreover, CEO team analyzed environment change and understands the factor of marketing. In addition, firm used utilization information to management marketing. Interestingly, firms show that executive proactive vision drives organization leading to competitive advantage. Thus, executive aggressiveness visions have a positive influence on marketing learning focus, proactive customer orientation, product innovation awareness, intelligent technology utilization and stakeholder responsive willingness. As a result, this research proposes hypotheses as below: Hypothesis 14 : The executive aggressiveness vision will have a positive influence on (a) marketing learning focus (b) proactive customer orientation (c)product innovation awareness (d)intelligent technology utilization (e) stakeholder responsive willingness. 2.9 Marketing Resource Readiness Marketing resource readiness is defined as firm ability to operate in marketing with the components of market intelligence (i.e. employee communication with suppliers and customer) and sharing of marketing information in the organization enhances market responsiveness. Moreover, firms are aware of the new technology to help marketing operation. Essentially, firms have marketing resource effective (Junarsin, 2010; Tajeddini and Trueman, 2008). Thus, marketing resource readiness has a positive influence on marketing learning focus, proactive customer orientation, product innovation awareness, intelligent technology utilization and stakeholder responsive willingness. According to the above reasoning, the hypotheses are formulated as below:
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Hypothesis 15: The marketing resource readiness will have a positive influence on (a) marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness. 2.10 Marketing Experience Marketing experience refers to firm capability to understand the mistakes in the past and firms have experience with technique selling, customer service and marketing knowledge, operation planning for present and future. In addition, firms ability to applied information of customer and competitors in the past. Firm used information to operation marketing activities and development marketing policy for the present and future. Moreover, firm perceive information marketing in the past and provided emergency planning (Tynan and Mckechnie, 2009; Yang, 2009 Jensen, 2001). Thus, marketing experience has a positive influence on marketing learning focus, proactive customer orientation, product innovation awareness, intelligent technology utilization and stakeholder responsive willingness. This leads to the hypotheses posited as follows: Hypothesis 16: The marketing experience will have a positive influence on (a)marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness. 2.11 Changing Customer Preference Changing customer preference is defined as customer behavior that changed follow external environment, firm awareness learning to discovery to needs of clients such as facilities of product, packaging and higher of product utilization. Moreover, firms are aware for awareness perceiving customer comment product and suggestions and develop database of information customer. So, firm perceive customer needs and responsiveness on time and firm responses to customer impression. However, the outcomes of activities which firm implemented customer, will gain stakeholder satisfaction (Maklan and Know, 2009; Zott, 2003). Thus, changing customer preference will have a positive effect on dynamic marketing strategy (marketing learning focus, proactive customer orientation, product innovation awareness, intelligent technology utilization and stakeholder responsive willingness) and, thus, the hypotheses are posited as follows: Hypothesis 17: The changing customer preference will have a positive influence on (a)marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness. 2.12 Competitive Environment Instability Competitive environment instability refers to the uncertainty of the external environment of an organization that cannot be predicted, such as economic, policy and competitors. Firm who focuses on applies know-how and understanding customers leading to dynamic marketing strategy. In addition, firm searches a new method and firms developed the system and process marketing more than competitors. Moreover, firms discovers to protection uncertainty of competitive environment (Tan and Zeng, 2009; Javalgi, Whipple, Ghosh and Young, 2005; Johnson, Lee, Saini, and Grohmann, 2003). However, competitive environment instability is a factor contributing to develop employee competence and learning. Thus, competitive environment instability has a positive effect on dynamic marketing strategy ( marketing learning focus, proactive customer orientation, product innovation awareness, intelligent technology utilization and stakeholder responsive willingness). Hence, the hypotheses are posited as follows: Hypothesis 18: The competitive environment instability will have a positive influence on (a)marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness. 2.13 Organization Marketing Culture Organization marketing culture refers the staff ability operated marketing activities and the marketers responds customer needs. Moreover, marketing culture is the kinds of behaviors that are the value of marketing in organization such as promoting the practices of work (Norburn et at.,1990). In addition, marketing culture is defined as the market focuses on an external to stimulate new idea and
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responsiveness to markets such as customer relationship, method problem solving face to face of customers. In addition, all are leading to capacity to best practices and competitive advantage including firm performance (Hurley and Hult, 1998). Similarly, the work of Saffold (1988) shows that many subcultures are in organization which leads to organizational culture, it is competitive advantage and firm performance, for example, the ethics of our staff, our loyal customers. Thus, organization marketing culture will be positive between antecedents and dynamic marketing strategy. Thus, the hypotheses are posited as follows: Hypothesis 19: The organization marketing culture will positively moderate the relationships between executive aggressiveness vision, (a) marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness. Hypothesis 20 : The organization marketing culture will positively moderate the relationships between marketing resource readiness, (a) marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness. Hypothesis 21 : The organization marketing culture will positively moderate the relationships between marketing experience, (a) marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness. Hypothesis 22 : The organization marketing culture will positively moderate the relationships between changing customer preference, (a) marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness. Hypothesis 23 : The organization marketing culture will positively moderate the relationships between competitive environment instability , (a) marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness. 2.14 Marketing Leadership The previous research demonstrates that firm performances influences firm marketing leadership strategy ( i.e brand equity, low price, product, and service quality). Moreover, the work of Reimann and others (2010) found that product leadership is a component of marketing leadership in which firms focus on constant innovation and the development of the firm product portfolio. The offerings of product leaders typically stand out in terms of design and brand. Accordingly, Kambil (1995) demonstrates that marketing leadership is firms new opportunities with the firm focusing on innovation, economies of scale and brands, leading to competitive advantage, for example, firm offering product quality and perceive sensing low cost when compared with competitors. This study, marketing leadership refers to the competitive advantage of firm which perceives comparing with intra-industry such as product quality, low cost, generating new ideas technology capability and customer satisfaction (Reimann and others, 2010; Amit, 1986). Thus, marketing leadership will be positive between antecedents and dynamic marketing strategy. As described above, the hypotheses are formulated as below. Hypothesis 24 : The marketing leadership will positively moderate the relationships between executive aggressiveness vision, (a) marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness. Hypothesis 25: The marketing leadership will positively moderate the relationships between marketing resource readiness, (a) marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness.
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Hypothesis 26 : The marketing leadership will positively moderate the relationships between marketing experience, (a) marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness. Hypothesis 27 : The marketing leadership will positively moderate the relationships between changing customer preference, (a) marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness. Hypothesis 28 : The marketing leadership will positively moderate the relationships between competitive environment instability, (a) marketing learning focus (b) proactive customer orientation (c) product innovation awareness (d) intelligent technology utilization (e) stakeholder responsive willingness. 3. RESEARCH METHODS 3.1 Sample Selection and Data Collection Procedure Home decoration exporting businesses are interesting to be investigated for several reasons. First, because home decoration sector is greatly important to the countrys economic development; it can prominently help create international economy. Nowadays, Thailand increases domestic demands and changes in the lifestyle of Thai consumers, particularly the growing middle class, and the home decoration exporting businesses have grown significantly over the last decade. Domestic processed home decoration has increased growth as a higher proportion of processed home decoration in variety of styles as a result of the changing consumption patterns. Finally, Thailand has become one of the worlds largest and most advanced producers and exporters of processed home decoration. Its rich agricultural roots and resources, combined with its investments in international quality standards, technology, and R & D for home decoration, have helped make Thailand the sole home decoration exporter in Asia. In addition, the government policy emphasizes on promoting exporting of Thailand continuously and focuses on potential home decoration exporting businesses. Under these situations, home decoration exporting businesses develop strategies of new product and excellence marketing to appeal consumers. Here, home decoration exporting businesses in Thailand are the sample of the study. 1550 home decoration exporting businesses were chosen from Thailands exporter directory at website of the Department of Export Promotion, Ministry of Commerce of Thai government as of January,2012 (http://www.depthai.go.th). A mail survey procedure via the questionnaire was used for data collection. The key participants in this study were marketing directors or marketing manager. With regard to the questionnaire mailing, 91 questionnaires were undeliverable because some firms were no longer in business of had moved to unknow locations. Deducting the undeliverable from the list of random sampling data., the valid mailing was 1459 questionnaires, from which 322 responses were received. The questionnaires were completed and returned only 314 were usable. The effective response rate was approximately 21.52 %. According to Aaker, Kumar and Day(2001), the response rate for a mail survey, with an appropriate follow-up procedure, is greater than 20% is considered acceptable. To ascertain possible problems with non-response bias, the decorating business specific t-test between early and late respondents reveal statistically significant differences according to the test for nonresponses bias (Armstrong and Overton, 1997). Using a t-test comparison of the means of all variables for the random sample versus all other respondents, significant differences between late responders and early responders indicate the presence of non-response bias. Thus, this study has no response bias problems. 3.2 Variable Measurement All constructs in the model are measured with multiple-item scales. Each of these variable measured by five point Likert scales, ranging from 1 ( strongly disagree) to 5 ( strongly agree). Additionally, all of constructs are developed for measuring from the definition of each construct. Therefore, the variable measurement of dependent, independent, mediating, moderating, antecedent and control variables are described as follows:
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3.2.1 Dependent Variable Marketing performance (MP) is the dependent of the study, and it is evaluated by subjective performance as namely profit goal achievement, sales goal achievement, ROA (Return on assets) and ROI achievement (Return on investment). Each outcome item is phrased so that respondents evaluated these aspects of business performance relative to their business (Lin, Hsu and Tsai, 2011; Tajeddini, 2010; Amber and Roberts, 2008). 3.2.2 Independent Variable Marketing learning focus ( MF) is measured by five-item scale relating firms have the operation planning for present and future, including an ability to learn about customers, competitors, channel members and the broader market environment in which it operates continuously. Proactive customer orientation (PO) is measured by firms ability to understanding the needs of customers that help business success in market continuously and forever. Firms focused on the analysis of the needs of customers continuously to help companies meet these need very well. Product innovation awareness (PA) is measured by the ability of the information to improve the look and the style of products and services to meet the need of customers most effectively. Intelligent technology utilization (IU) is measured by the ability of firms that used technology in present helps the marketing activities more effectively and benefits. Firms focuses on the study, understand and application of new technology like the internet, computer, and IT network to maximize marketing effectiveness and success. Stakeholder responsive willingness (SW) is measured by four-item scale relating firms repose to demands and expectations of stakeholders that are recognized in the management process and marketing. Their abilities that focused on the materials and factors of production that is social environmental friendly or corporate social responsibility which leads to the confidence and trust from stakeholder. New product development efficiency (NE) is measured by the level of firms ability that launched new product and service in to the marketing continuously. Firms always expand the scope of product such as increasing the production line, new product and new service. Business marketing excellence (BE) is measured by four-item scale relating the ability of firms crated marketing activities which are varieties and unique different from competitor. A firm is the leader in business strategy of marketing activities in an exceptional and superior competitors, applying method and technique of new marketing more efficient better than competitors. Customer value creativity (CC) is measured by three-item scale relating the firm s capability offered product and services to customers to increasing more operation performance. The customer perceives quality products and the best service. Marketing competitiveness (MC) is measured by three-item scale relating the firm s ability to provide quality products and services to customer and differentiation between competitors. The customer perceive the variety of product and service in the market place and firm can serve the needs and expectations of customers in every aspect better than competitors. Marketing success (MS) is measured by the marketing activities of firms which business is responsive customer needs continuous and the result of all activities leading to customer perceive product quality. Firm have number products of firm more than in the past, the new clients purchasing goods from business continuously, the outcome of marketing as financial increasing (Chandler and Graham,2010) Executive aggressiveness vision (EV) is viewed as personality of CEO team which forward-looking perspective involving introducing new products or services ahead of the competition, focus on innovation,
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technology, newness and dynamic technology. Moreover, it is CEO team analyzed environment change and understands the factor of marketing. In addition, firm used utilization information to management marketing (Lumpkin and Dess, 2001; Larwood and others, 1995; Gluck, 1981). Marketing resource readiness (MR) is evaluated by the degree of firms being able to operate marketing with component market intelligence (i.e. employee communication with suppliers and customer) and sharing of marketing information in the organization to enhance market responsiveness. Firms are aware for new technology to help marketing operation (Hurley and Hult, 1998). Marketing experience (ME) is the firm capability to understand the mistakes in the past, and firm has experience with selling technique selling, customer service and marketing knowledge, operation planning for present and future which resulted from particular outcomes like learning or skill development or whether it requires interaction or not. In addition, firm ability to applied information of customer and competitors in the past for a database in developing market policy both in the present and future (Tynan and Mckechnie, 2009; Yang, 2009). Changing customer preference (CP) is the firm ability to understanding the expectations and needs of customers in the present and the need of customers in the present and the future that able to respond to market the best. Firm supports the preparation of a concrete database system in order to analyze the needs of customer in a timely manner. Competitive environment instability (CI) is evaluated by the uncertainty of the external environment of an organization that cannot be predicted in advance, such as economic, policy and competitors. Firm discovers to protection uncertainty of competitive environment (Cunningham and Green, 2007; Siguaw and others ,2006). Organization marketing culture (OC) is evaluated by the staff ability operated marketing activities and the marketers responds customer needs. Firm responded to changing market and unique more than competitors such as the introduction of modern technology to produce innovative product (Hurley and Hult, 1998; Saffold, 1988). Marketing leadership (ML) is measured by the degree of the competitive advantage of firm which perceived by comparing with intra-industry such as product quality, low cost, generate new idea, technology capability and customer satisfaction (i.e firm used new technology before competitors, firm created new product and it is the excellence product and worth price) (Reimann and others, 2010; Mclaughlin and Mott, 2009; Amit, 1986) 3.2.3 Control Variable There are two variable are considered. Firm age (FA) may influence the firm's performance, and older firms benefit from accumulating experience. Therefore, firms performance is affected by their age. Firm age is measured by the years resulted from subtracting the years of firm establishment from the years of current study (Lahiri et al., 2009). In this study, firm age is represent by a dummy variable which 0 is firm that has number of year since the firm established lower than or equal to 15 years, and 1 is firm that has number of year since the firm established more than 15 years. Firm capital (FC) is measured as the money or asset on investment operation in organization. According to Leiblein, Reuer and Dalsace (2002), large firms may also have greater market power or positional advantages compared to their smaller rivals; and larger firms often have superior financial status. In this study, firm capital is represent by a dummy variable which 0 is firm has capital registered lower than 1,000,000 baht and 1 is firm has capital registered more than 1,000,000 baht
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TABLE 1 RESULTS OF MEASURE VALIDATION Items

Marketing Learning Focus (MF) Proactive Customer Orientation(PO) Product Innovation Awareness (PA) Intelligent Technology Utilization (IU) Stakeholder Responsive Willingness(SW) NPD Efficiency (NE) Business Marketing Excellence (BE) Customer Value Creativity (CC) Marketing Competitiveness (MC) Marketing Success ( MS) Marketing performance (MP) Executive Aggressiveness Vision(EV) Marketing Resource Readiness (MR) Marketing Experience (ME) Changing Customer Preference (CP) Competitive Environment Instability (CI) Organization Marketing Culture (OC) Marketing Leadership (ML)
Factor Loadings
.696-.854 .568-.868 .609-.793 .867-.901 .540-.839 .838-.910 .670-.878 .772-.902 .844-.895 .802-.856 .710-.937 .645-.915 .825-.879 .818-.903 .834-.938 .868-.938 .868-.938 .868-.941
Cronbach Alpha
0.774 0.765 0.703 0.916 0.712 0.903 0.825 0.813 0.896 0.831 0.916 0.883 0.879 0.841 0.914 0.918 0.872 0.879
3.3 Reliability and Validity Factor analysis was firstly utilized to investigate the underlying relationships of a large number of items and to determine whether they can be reduced to a smaller set of factors. With respect to the confirmatory factor analysis, this analysis for all factor loading are 0.540-0.946 as being greater than 0.40 cut-offs and are statistically significant that the rule-of-thumb (Nunnally and Berstein, 1994). he reliability of the measurement was evaluated by Cronbach alpha coefficients. The value of Cronbach alpha coefficients for all constructs is higher than the 0.7 cut-offs ( Nunnally and Bernstein,1994). The scales of all measures appear to produce internally consistent results; thus, these measures are deemed appropriate for future analysis because they express an accepted validity and reliability in this study. Table 1 above presents the result for both factor loadings and Cronbach alpha for multiple-item scales used in this study. 3.4 Statistical Techniques Because both dependent and independent variables in this study are neither nominal nor categorical data, then Ordinary Least Squares (OLS) regression analysis is applied to examine all of hypotheses following conceptual model. OLS is deemed appropriate to examine the relationships between dependent variables and independent variables which all variables are categorical and interval data (Hair and other,2006). The hypotheses in this study are transformed to twenty seven equations. Each equation consists of the main variables related to the hypothesis testing which described in previous section. Furthermore, two control variables: firm age and firm capital are in clouded in all of those equations for hypothesis testing. Therefore, the models of the aforementioned relationships are depicted as follows: Equation 1: Equation 2: Equation 3: NE BE BE = 01+ 1MF + 2PO + 3PA + 4IU + 5SW + 6FA + 7FC+ 1 = 02+ 8MF + 9PO + 10PA + 11IU + 12SW + 13FA + + 14FC+2 = 03+ 15MF + 16PO + 17PA + 18IU + 19SW +20NE 21FA + 22FC+3
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Equation 4: Equation 5: Equation 6: Equation 7: Equation 8: Equation 9: Equation 10: Equation 11: Equation 12: Equation 13: Equation 14:
BE CC MC MC MS MS MS MP MP MF MF
30FC+4 = 05+ 31MF + 32PO + 33PA + 34IU + 35SW + 36FA + 37FC + 5 = 06+ 38MF + 39PO + 40PA + 41IU + 42SW + 43FA + 44FC + 6 = 07+ 45NE + 46BE + 47CC + 48FA + 49FC + 7 = 08+ 50MF + 51PO + 52PA + 53IU + 54SW + 55MC+ 56FA + 57FC +8 = 09+ 58MF + 59PO + 60PA + 61IU + 62SW + 63FA +64FC + 9 = 010 + 65NE + 66BE + 67CC + 68FA+ 69FC + 10 = 011+ 70MF + 71PO + 72PA + 73IU + 74SW + 75FA +76FC +
= 012+ 77MC + 78MS + 79FA +80FC + 12 = 013+ 81EV + 82MR + 83ME + 84CP + 85CI + 86FA + 87FC + = 014 + 88EV + 89MR + 90ME + 91CP + 92CI + 93OC 94(EV*OC) + 95(MR*OC) + 96(ME*OC) + 97(CP*OC) + 98(CI*OC) + 99FA + 100FC + 14 = 015+ 101EV + 102MR + 103ME + 104CP+ 105CI+ 106ML 107(EV*ML) + 108(MR*ML) + 109(ME*ML) + 110(CP*ML) + 111(CI*ML) + 112FA + 113FC + 15 = 016+ 114EV + 115MR+116ME + 117CP+ 118CI+ 119 FA + 120FC + 16 = 017+ 121EV + 122MR+123ME + 124CP+ 125CI+126OC 127(EV*OC) + 128(MR*OC) + 129(ME*OC) + 130(CP*OC) + 131(CI*OC) + 132FA + 133FC + 17 = 018+ 134EV + 135 MR + 136ME + 137CP + 138CI + +139OC + 140(EV*ML) + 141(MR*ML) + 142(ME*ML) +143(CP*ML) +144(CI*ML)+ + 145 FA + 146FC + 18 = 019+ 147 EV + 148MR + 149ME + 150CP + 151CI+ 152FA+ 153 FC + 19 = 020+ 154 EV + 155MR + 156ME + 157CP + 158CI+159OC 160(EV*OC) + 161(MR*OC) + 162(ME*OC) + 163(CP*OC) + 164(CI*OC) + 165FA + 166FC + 20 = 021+ 167EV + 168MR + 169ME + 170 CP + 170CI+ 171OC+172(EV*ML) + 173(MR*ML) + 174(ME*ML) +175 (CP*ML) +176(CI*ML)+ 177FA + 178FC + 21 = 022+ 179EV + 180MR + 181ME + 182CP + 183CI + 184FA + 185FC + 22 = 023+ 186EV + 187MR + 188ME + 189CP + 190CI +191OC+ 192(EV*OC) + 193(MR*OC) + 194(ME*OC) + 195(CP*OC) + 196(CI*OC) + 197FA + 198FC + 23 = 024+ 199EV + 200MR + 201ME + 202CCP + 203CI +204OC+ 205(EV*ML) + 206(MR*ML) + 207(ME*ML) +208(CP*ML) +209(CI*ML)+ 210FA + 211FC + 24 = 025+ 212EV + 213MR + 214ME + 215CP + 216CI + 217FA + 218FC + 25 = 026+219EV + 220MR + 221ME + 222CP + 223CI +224OC+ 225 (EV*OC) + 226(MR*OC) + 227(ME*OC) + 228(CP*OC) + 229(CI*OC) + 230FA + 231FC + 26 = 027+ 232EV + 233MR + 234ME + 235CP + 236CI +237OC+ 238(EV*ML) + 239(MR*ML) + 240(ME*ML) +241(CP*ML)
= 04+ 23MF + 24PO + 25PA + 26IU + 27SW +28CC+ 29FA +
11 13
Equation 15:
MF
Equation 16: Equation 17:
PO PO
Equation 18 :
PO
Equation 19 : Equation 20 :
PA PA
Equation 21:
PA
IU IU
Equation 24:
IU
SW SW
Equation 27:
SW
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+242(CI*ML)+ 243FA + 244FC + 27 4. RESULTS AND DISCUSSION Before expounding the results of the regression analysis, this study examined possible multicolinearity problems by studying correlations between the variables included in the regression analysis. In this way, by means of pearsons correlation coefficient, we can measure the degree of linear association between every pair of variables. In Table 2, the descriptive statistics and correlation matrix for all variables are presented. The verified muliticollinearity problems by intercorrelations among independent variables are not higher than the 0.8 cut-offs ( Stevens,1992). The VIFs range from 1.147-3.871, well below the cut-off value of 10 as recommended by Neter, Wasserman and Kutner (1985), meaning the independent variables and not correlated with each other. Therefore, there are no substantial multicollinearity problems encountered in this study. Table 3 presents the results of OLS regression of the relationships among five dimensions of dynamic marketing strategy, NPD efficiency, business marketing excellence, customer value creativity, marketing competitiveness, marketing success and marketing performance which are Hypotheses 1-28. Dynamic marketing strategy includes marketing learning focus, proactive customer orientation, product innovation awareness, intelligent technology utilization and stakeholder responsive willingness. Firstly, the relationship of marketing learning focus has a significant positive influence on customer value creativity(H1c: b31=.0.169, p 0.05), Therefore, Hypotheses H1c is supported. Interestingly, marketing learning focus is the dimensions of dynamic marketing strategy will have positive influence on marketing success and marketing performance must through customer value creativity (Luo,2000). Consistent with the study of Calantone et at. (2002) found to the staff have commitment to learning customer information, the employees have to open mindedness and firm aware to learning marketing operation continuously. The outcome of activities have effect positive to firm understand customer needs and this activities have positive to firm performance. Secondly, the relationship of proactive customer orientation has positively influence on business marketing excellence (H2b: b9=-.122, p 0.01, H2b: b16 =-.153) and marketing success(H2e: b30=.135, p 0.01). Hence, Hypotheses H2b andH2e are supported. Thirdly, the relationship of product innovation awareness has positively influence on new product development (H3a: b3 = .135, p .01), business marketing excellence (H3b: b10 = .210, p 0.01, H3a: b17 =.131, p 0.01, H3a; b25 =.184, p 0.05), and marketing competitiveness (H3d: b40 = .134, p 0.10). Hence, Hypotheses H3a,H3b and H3d are supported. Accordingly, the study of Vazquez et at (2001) found to firms ability which developed product innovation continuously and firm have to checking innovation rate so firm related to marketing performance. Likewise, firm aware development new product as product quality and there are many product line. Therefore, firm can be marketing excellence. Moreover, proactive customer orientation and product innovation awareness are component a technology in the operation so proactive customer orientation is significant marketing competitiveness and marketing performance (Menguc and Auh,2010). Fourthly, intelligent technology utilization has positively influence on new product development (H4a: b4 =.179, p 0.01), business marketing excellence(H4b: b11 =.393, p 0.01, H4b: b18 =.269, p 0.01, H4b: b26 = .294, p 0.01), customer value creativity(H4c; b34 =.144, p 0.10,marketing competitiveness (H4d: b41 =.201, marketing success (H4e: b61 =.241, p 0.01 and marketing performance (H4f: b37 =.343, p 0.01). Therefore, Hypotheses H4a-H4f are supported. However, proactive customer orientation relate to marketing excellence and firm aware technology and product quality. Firm used technology as tool operated marketing activities and serviced customer as internet, computer, network and intranet (OCass and Ngo, 2011; Racela and Thoumrungroje, 2010;). Finally, stakeholder responsive willingness has positively on new product efficiency(H5a: b5 =.354, p 0.01), business marketing excellence (H5b: b12 =.354, p 0.01,H5b: b19 = -.111, p 0.10, H5b: b27 = .139, p 0.10), customer value creativity (H5c: b27 = .139, p 0.10),marketing competitiveness (H5d: b42 = .156, p 0.05, marketing success (H5e: b62 = .160, p 0.05), and marketing performance (H5f: b74 = .193, p 0.01). Hence, Hypotheses H5a-H5f are supported. Accordingly, the study of Weber (2008) shows that firm s activities that responsive to stakeholder satisfaction as green product and product quality. Moreover, the marketing activities which responsive to stakeholder needs as the motivation of work and the firm s policy both leads to marketing
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outcome (Maignan and Ferrell,2003). However, five dimension of dynamic marketing strategy has significant to marketing outcome. Thus, Hypotheses H1a,H1b,H1d-H1f, H2a,H2c,H2d,H2f,H3c,H3e and H3f are not supported.
TABLE 2 DESCRIPTIVE STATISTICS AND CORRELATION MATRIX
*p0.1, **p0.05, p0.01; FA Firm age; FS Firm size Next, new product development efficiency has a significant positive impact on business marketing excellence (H6: b20 = .614, p 0.01) and marketing competitiveness (H7a: b45 = .242, p 0.01). Hence, Hypotheses H6 and H7a are supported. Accordingly, the study of Zhang et at.,2009) find to firm encourage new product development and firm have variety of line product has positive to volume of marketing excellence. Moreover, firm have knowledge utilization to development new product continuously. Customer value creativity has a positive influence on business marketing excellence (H8: b28 = .424, p 0.01), marketing competitiveness (H9a: b47 = .242, p 0.01), and marketing success (H9b: b67 = .099, p 0.01). Thus, Hypotheses H8, H9a and H9b are supported. Business marketing excellence has a significant positive impact on marketing competitiveness(H10a: b46 = .297, p 0.01) and marketing success (H10b: b67 = .338, p 0.01). Hence, Hypotheses H10a and, H10b are supported. The study of Reimann and other (2010) show that the product high quality and excellence service more than competitors has positive to marketing outcome. Marketing competitiveness has a significant positive impact on marketing success (H11: b67 = .382, p 0.01) and marketing performance(H13: b77 = .279, p 0.01). Thus, Hypotheses H11 and H12 are supported. Marketing success has a positive influence on marketing performance (H13: b55 = .559, p 0.01). Hence, Hypothesis 13 is supported. Table 4 presents the results of OLS regression analysis of antecedent variable, namely, executive aggressiveness vision, marketing resource readiness, marketing experience, changing customer
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preference and competitive environment instability and the five dimensions of dynamic marketing strategy via moderating effect on organization marketing culture which is the summary of the result of Hypotheses 14-23. Executive aggressiveness vision has a significant positive impact on product innovation awareness (H14c:b81 = .185, p 0.1, H14c; b88 = .190, p 0.1)), intelligent technology utilization (H14d: b179 = .251, p 0.01, H14d: b186 = .179, p 0.01)) and stakeholder responsive willingness(H14e: b212 = .253, p 0.01, H14e: b219 = .240, p 0.01). Thus, Hypotheses H14c, H14d and H14e are supported. . Accordingly to Lumpkin and Dess (2001) found to CEO team analyzed environment change and understands the factor of marketing. The executive use present planning and the future plan to drive organization leading to marketing strategy as product innovation continuously and firm have the technology consistent organization operation. Marketing Resource Readiness has a significant positive impact on product innovation awareness(H15c: b148 = .200, p 0.05, H15c: b155 = .048, p 0.05) ,intelligent technology utilization(H15d: b180 = .251, p 0.01,H15d: b187 = .179, p 0.05) and stakeholder responsive willingness (H15e: b213 = .253, p 0.01, H15e: b220 = .240, p 0.01). Thus, Hypotheses H15c, H15d and H15e are supported. TABLE 3 RESULTS OF OLS REGRESSION ANALYSISa
Independent Variables MF PO PA IU SW NE BE CC MC MS FA FC
2
NE
.561 (.038) .170 (.093) .058* (.135) .010*** (.179) .000*** (.354)
BE
.189 (.089) .090* (-.122) .005*** (.210) .000*** (.393) .155 (.097)
BE
.274 (.060) .009*** (-.153) .031** (.131) .000*** (.269) .054* (-.111) .000*** (.614)
BE
.758 (.018) .078 (-.110) .005*** (.184) .000*** (.294) .375 (.053)
Dependent Variables CC MC MC
.022** (.169) .261 (.088) .428 (.064) .063* (.144) .060* (.139) .103 (.115) .120 (.115) .084* (.134) .008*** (.201) .028** (.156) .000*** (.242) .000*** (.297) .000*** (.409)
MS
.979 (.002) .074* (.135) .119 (.124) .002*** (.241) .028** (.160)
MS
MP
.511 (0.47) .970 (.003) .260 (.089) .000*** (.343) .008*** (.193)
MP
.000*** (.424)
.180 (.072) .000*** (.338) .048* (.099) .000*** (.382)
Adjusted R a *p.10, **p<.05, ***p<.01, , , Beta coefficients with standard errors in parenthesis
.848 (-.190) .366 (.080) .476
.200 (-.154) .293 (-.121) .434
.060* (-1.75) .695 (-.038) .629
.143 (-.133) .002*** (.250) .562
.146 (-.181) .112 (-.207) .333
.174 (-.145) .042** (.197) .381
.676 (.032) .172 (.094) .678
.042** (-.223) .220 (.121) .351
.666 (-.038) .618 (-.044) .661
.620 (-.054) .078* (.174) .353
.000*** (.279) .000*** (.559) .475 (-066) .431 (.071) .628
Marketing experience has a significant positive impact on product innovation awareness (H16c:b14 = .229, p 0.05, H16c: b156 = .183, p 0.05). Therefore, Hypothesis H16c is supported. Consistent with prior study which suggests that marketing experience encourages product innovation awareness because firm perceive customer information and firm have know-how to development product to offer customer need(Tynan and Mckechnie,2009; Jensen,2001).Changing customer preference has a significant positive impact on marketing learning focus (H17a: b84 = .037, p 0.05, H17a: b91 = .039, p 0.05) and proactive customer orientation (H17b: b124 = .179, p 0.1). Hence, Hypotheses H17a and H17b are supported. Accordingly, firm have customer information as customer needs which firm can be implemented to quality service offers to customer. The study of Zott (2003) shows that firms are aware for responsiveness on time and they encourage marketing activities responses to customer impression, will gain stakeholder satisfaction and facilities of green product. Competitive environment instability has a significant positive impact on marketing learning focus (H18a: b85 = .054, p 0.1). Thus, Hypothesis H18a is supported .
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Also, the moderating role of organization marketing culture on the relationships among executive aggressiveness vision and marketing learning focus (H19a: b94 = .174, p 0.1) and product innovation awareness is significant (H19c: b160 = .257, p 0.01). Thus, Hypothesis H19a and H19c are supported. In addition, the moderating role of organization marketing culture on the relationship among marketing resource readiness and product innovation awareness is significant (H20c: b161 = -.149, p 0.05). Hence, Hypothesis H20c is supported . Moreover, the moderating role of organization marketing culture on the relationship among competitive environment instability and marketing learning focus and product innovation awareness is significant (H23a: b98 = -.256, p 0.01, H23c: b164 = .156, p 0.05). Hence, Hypothesis H19a, H19c,H23a and H23c are supported, but hypotheses H19b,H19d,H19e, H20a-b, H20d-e, H21a-e, H22a-e, H23b,H23d and H23e are not. TABLE 4 RESULTS OF OLS REGRESSION ANALYSISa
Independent Variables EV MR ME CP CI OC EVOC MROC MEOC CP OC CI OC FA FC
2
MF .052 (.185) .763 (.028) .540 (.052) .037** (.209) .524* (.054)
.533 (-.079) .134 (-.197)
MF .053 (.190) .881 (.014) .620 (.046) .039** (.212) .411 (-.074) .125 (.139) .081* (.174) .350 (-.078) .115 (.125) .910 (.012) .001*** (-.256) .405 (-.106) .096 (-.218)
PO .385 (.080) .107 (.147) .413 (.067) .061* (.179) .119 (.127)
.256 (.127) .000*** (-.457)
PO .581 ( .053) .341 (.089) .727 (.032) .164 (.100) .550 (.052) .036 (.187) .970 (-.004) .819 (-.019) .478 (.055) .347 (.095) .263 (-.083) .016* (.299) 000*** (-.637)
Dependent Variables PA PA IU .017* .048** .002*** (.200) (.168) (.251) .006*** .028** .062* (.229) (.183) (.150) .554 .975 .020** (.044) (.003) (.168) .166 .169 .160 (.122) (.122) (.120) .259 .861 .433 (.044) (-.014) (.056) .001*** (.254) .003*** (.257) .039** (-.149) .187 (.090 .614 (.045) .018** (.156) .946 .678 .197 (-.008) (-.046) (-.140) .029** (-.253) .010* (-.291) .991 (-.001)
IU .033** (.179) .296 (.085) .163 (.110) .208 (.110) .924 (.007) .000*** (.289) .652 (-.038) .707 (.027) .232 (.081) .749 (.028) .505 (-.043) .192 (-.142) .837 (-.023) .488
SW .005** (.253) .253 (.100) .491 (.055) .497 (.063) .119 (.123)
.954 (-.007) .004*** (-.356) .365
SW .008*** (.240) .300 (.091) .356 (-.078) .579 (.052) .964 (-.004) .000*** (.301) .005 (.258) .895 (-.010) .332 (-.070) .829 (.020) .003 (-.204) .729 (-.040) .005 (-.340) .411
Adjusted R .273 .298 .322 .328 .435 .477 .472 a *p.10, **p<.05, ***p<.01, , , Beta coefficients with standard errors in parenthesis
Table 5 presents the results of OLS regression analysis of antecedent variable, namely, executive aggressiveness vision, marketing resource readiness, marketing experience, changing customer preference and competitive environment instability and the five dimensions of dynamic marketing strategy via moderating effect on marketing leadership which is the summary of the result of Hypotheses 23-28. The moderating role of marketing leadership on the relationship among marketing resource readiness and proactive customer orientation is verified (H25b: b141 = .201, p 0.05). In addition, the moderation role of marketing leadership on the relationship among marketing resource readiness and stakeholder responsive willingness is significant (H25e: b239 = .252, p 0.01). The moderating role of marketing leadership on the relationship among marketing experience and stakeholder responsive willingness is significant (H26e: 240, p 0.05 ). Hence, Hypothesis H25b, H25e , H26e are supported, but H24a-e, H25a, H25c, H25d, H26a-d, H27a-e, H28a-e are not.
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TABLE 5 RESULTS OF OLS REGRESSION ANALYSISa

Independent Variables EV MR ME CP CI ML EVML MRML MEML CP ML CI ML FA FC .533 (-.079) .134 (-.197) Dependent Variables PA PA IU .017* .033** .002*** (.200) (.193) (.251) .006** * (.229) .554 (.044) .166 (.122) .259 (.044) .008** * (.227) .966 (.003) .132 (.148) .426 (.063) .154 (.110) .075 (.128) .703 (.029) .720 (-.026) .744 (.029) .534 (.047) .965 (.005) .062* (.150) .020** (.168) .160 (.120) .433 (.056)
MF .052* (.185) .763 (.028) .540 (.052) .037** (.209) .524* (.054)
MF .114 (.165) .799 (.025) .947 (.006) .052 (.220) .870 (-.150) .063 (.165) .588 (.045) .315 (.090) .741 (-.028) .540 (.062) .223 (-.107) .452 (-.097) .232 (-.160)
PO .385 (.080) .107 (.147) .413 (.067) .061* (.179) .119 (.127)
PO .725 (.035) .052* (.186) .952 (.005) .183 (.145) .336 (.085) .175 (.116) .591 (.043) .020** (.201) .356 (-.076) .801 (.025) .790 (-.022) .017 (.297)
IU .013* (.220) .102* (.138) .135 (.117) .302 (.099) .874 (.012) .008 (.201) .455 (.052) .336 (.073) .752 (.023) .859 (-.015) .616 (-.037) .158 (-.154) .807 (.028) .480
SW .005** (.253) .253 (.100) .491 (.055) .497 (.063) .119 (.123)
SW .072 (.170) .087 (.153) .344 (-.079) .622 (.050) .181 (.111) .001*** (.263) .768 (.022) .002*** (.252) .012* (-.194) .982 (.002) .468 (.058) .974 (-.004) .017 (-.291) .409
.256 (.127)
.946 (-.008)
.197 (-.140)
.000** .000 .029** .024 .991 * (-.573) (-.253) (-.263) (-.001) (-.457) 2 .273 .332 .322 .322 .435 .457 .472 Adjusted R a *p.10, **p<.05, ***p<.01, , , Beta coefficients with standard errors in parenthesis
.954 (-.007) .004** * (-.356) .365
5. CONTRIBUTIONS AND FUTURE DIRECTIONS FOR RESEARCH 5.1 Theoretical Contribution and Future Directions for Research This study provides a clearer understanding of the relationships among dynamic marketing strategy, NPD efficiency, business marketing excellence, customer value creativity, marketing competitiveness, marketing success and marketing performance via moderating organization marketing culture and marketing leadership. Dynamic marketing strategy includes marketing learning focus, proactive customer orientation, product innovation awareness, intelligent technology utilization and stakeholder responsive willingness. The study is intended to expand the theoretical contribution on previous knowledge and literature of dynamic marketing strategy. However, two theories, namely, dynamic capability and contingency theory are applied to explain the overall association of variable in this model. Interestingly, the advancing contribution of theoretical is the new dimension of dynamic marketing strategy creation and empirically testing with antecedent which only a few researches have studied in this strategic management discipline. In this suggest that marketing learning focus is positive effect to marketing outcome by past customer value creativity and business marketing excellence. However, firm aware intelligent technology utilization which helped firm development marketing activities. In addition, stakeholder responsive willingness is important firm because the competitive environment instability so firm must searching strategy and responded customer satisfaction as green product and variety of product which is leading to marketing outcome. Likewise, future research is needed to collect data from different groups of sample and/or a comparative population in order to verify the generalizability of the study so as to increase reliability.
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5.2 Managerial Contribution This study also provides important implications to chief executives, and marketing manager who are responsible for strategic planning. It helps them justify key support of the five dimensions of dynamic marketing strategy that may be more critical on NPD efficiency, business marketing excellence, customer value creativity, marketing competitiveness, marketing success and marketing performance. However, dynamic marketing strategy is the one of choice strategic of marketing performance. Managers should thoroughly understand, manage, and organizational members to provide marketing learning focus, intelligent technology utilization and stakeholder responsive willingness through marketing outcome. 5.3. CONCLUSION This study investigates the impact of dynamic marketing strategy and its antecedents and consequence constructs by the home decoration exporting business in Thailand. This study examines each dimension of dynamic marketing strategy, namely, marketing learning focus, proactive customer orientation, product innovation awareness, intelligent technology utilization and stakeholder responsive willingness which influence NPD efficiency, business marketing excellence, customer value creativity, marketing competitiveness, marketing success and marketing performance. These associations are positively significant and partially supported. Moreover, NPD efficiency, business marketing excellence, customer value creativity, marketing competitiveness, and marketing success have a potential positive impact on marketing performance. Surprisingly, there are a few relationships between moderating variables and dimension of dynamic marketing strategy. Future study may consider including attractive theory to explain phenomenon with dynamic marketing strategy for R-A theory and RBV theory. REFERENCES: Aaker, David A., Kumar, V. and Day, George S. 2001. Marketing Research. New York: John Wiley and Sons. Armstrong, J. Scott. and Overton, Terry S. 1977. Estimating Nonresponse Bias in Mail Surveys. Journal of Marketing Research.14: 396-402. Ambler, T. and H. Roberts. 2008. Assessing marketing performance dont settle for a silver metric, Journal of Marketing Management. 24(7-8): 733-750. Barney, Jay B. 1991. Firm Resources and Sustained Competitive Advantage, Journal of Management. 17(1): 99-120. Bharadwaj, S.G, P. R. Varadarajan and J. Fahy. 1993.Subtainable competitive advantage in service industries: A conceptual model and research propositions. Journal of Marketing, 57(4): 83-99. Blocker, Christopher P., Flint, Daniel J., Myers, Matthew B. and Slater, Stanley F. 2011. Proactive customer orientation and its role for creating customer value in global markets. Journal of the Academy of Marketing Science. 39:216-233. Brush, Barbara l. 2008. Global Nurse Migration Today. Journal or Nursing Scholarship. 40(1): 20-25. Calantone, Roger J, Cavusgil, S. Tamer, Zhou, Yushan. 2002. Learning orientation, firm innovation capability, and firm performance. Industrial marketing management. 31:515-524. Chandy, Rajesh K., Tellis, Gerard J. 1998. Organization for Radical Product Innovation: The Overlooked Role of Willingness to Cannibalize. Journal of Marketing Research. 474-487. Ching, H.Y and T.T Hsu. 2006. The Impact of Dynamic Capabilities With Market Orientation and
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DYNAMIC MARKETING STRATEGY, MARKETING COMPETITIVENESS, MARKETING SUCCESS, AND MARKETING PERFORMANCE: EVIDENCE FROM HOME DECORATION EXPORTING

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

TABLE 1 RESULTS OF MEASURE VALIDATION Items

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

= 04+ 23MF + 24PO + 25PA + 26IU + 27SW +28CC+ 29FA +

Equation 16: Equation 17:

Equation 22: Equation 23:

Equation 25: Equation 26:

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

TABLE 2 DESCRIPTIVE STATISTICS AND CORRELATION MATRIX

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

.180 (.072) .000*** (.338) .048* (.099) .000*** (.382)

.848 (-.190) .366 (.080) .476

.200 (-.154) .293 (-.121) .434

.060* (-1.75) .695 (-.038) .629

.143 (-.133) .002*** (.250) .562

.146 (-.181) .112 (-.207) .333

.174 (-.145) .042** (.197) .381

.676 (.032) .172 (.094) .678

.042** (-.223) .220 (.121) .351

.666 (-.038) .618 (-.044) .661

.620 (-.054) .078* (.174) .353

.000*** (.279) .000*** (.559) .475 (-066) .431 (.071) .628

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

.533 (-.079) .134 (-.197)

.256 (.127) .000*** (-.457)

.954 (-.007) .004*** (-.356) .365

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

TABLE 5 RESULTS OF OLS REGRESSION ANALYSISa

.954 (-.007) .004** * (-.356) .365

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

INTERNATIONAL JOURNAL OF BUSINESS STRATEGY, Volume 12, Number 4, 2012

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.000* (.279) .000* (.559) .475 (-066) .431 (.071) .628