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Journal of Strategic Marketing
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Competitive positioning and the resource-based view
of the firm
Graham Hooley a , Amanda Broderick a & Kristian Möller b
a Aston Business School, Aston University, Birmingham, B4 7ET, UK b Department of Marketing, Helsinki School of Economics, Runeberginkatu 14–16, Helsinki, FIN-00100, Finland
Available online: 28 Jul 2006
To cite this article: Graham Hooley, Amanda Broderick & Kristian Möller (1998): Competitive positioning and the resourcebased view of the firm, Journal of Strategic Marketing, 6:2, 97-116 To link to this article: http://dx.doi.org/10.1080/09652549800000003 PLEASE SCROLL DOWN FOR ARTICLE
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JOURNAL OF STRATEGIC MARKETING 6 97-1 15 (1998)
Competitive positioning and the
resource-based view of the firm
GRAHAM HOOLEY AND AMANDA BRODERICK
Aston Business School, Aston University, Birmingham, B4 7ET UK KRlSTlAN MOLLER
Department of Marketing, Helsinki School of Economics, Runeberginkatu 14-16, FIN-00100, Helsinki, Flnland
Two apparently contradictory paradigms have come to dominate the strategic management literature over the last decade. The resource-based view (RBV) of the firm seeks to explain sustainable competitive advantage through the rent earning capability of internal scarce resources while the marketing paradigm stresses the need for external market orientation to achieve competitive success. This paper reconciles the two through the concepts of competitive positioning. It develops a hierarchy of marketing resources, assets and capabilities and discusses how these can be deployed to achieve alternative competitive positions. A research agenda is proposed. KEYWORDS: Competitive positioning; the resource-based view of the firm; marketing capabilities; marketing assets; competitive advantage
Two main themes have come to dominate thinking about marketing strategy in the 1990s: market orientation and the resource-based view (RBV) of the firm. While in some respects contradictory (the former emphasizing the need to base strategy on external, market considerations and the latter on internal, organizational resources and capabilities), these two approaches can be reconciled through the concepts of competitive positioning. Positioning decisions seek to find a match between market requirements and company abilities to serve them. Despite earlier theoretical development of the marketing concept (see, for example, Alderson and Cox, 1948) it was not until the early 1990s (see Hooley et al., 1990; Kohli and Jaworski, 1990; Narver and Slater, 1990) that researchers began to concentrate on clearly defining and measuring market orientation. From these studies and the refinements that followed (Hart and Diamantopoulos, 1993; Slater and Narver, 1994; Greenley, 1995; Jaworski and Kohli,...