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The Effect of Marketing Culture and Marketing Agility in Achieving Marketing Success: An Applied Study in Iraqi private Hotels
Corresponding Author(s) : Ahmed Kadem Abed AL Aboudy
American Journal of Economics and Business Management,
Vol. 8 No. 6 (2025): June
Abstract
The present research explores the combined effects of marketing culture and marketing agility on marketing success, a relationship that has not been extensively studied in previous researches. The research aims to demonstrate the impact of marketing culture and marketing agility in achieving marketing success, where opportunities can be taken advantage of to enable organizations to seize new opportunities before competitors, and reduce risks through rapid adaptation in reducing the risks associated with sudden changes in the market, as well as promoting growth, marketing culture and marketing agility contribute to increasing market share and achieving sustainable growth and thus achieving for catalog success. The research population is represented by managers, board members and department managers in the Iraqi private hotels, either the research sample was selected from them a sample consisting of (122) persons, where a questionnaire form was created in accordance with the research's goals and hypotheses, and the forms were given to the sample, and (120) forms were retrieved subject to statistical analysis, i.e. the percentage of retrieval of questionnaire forms was (98.36%). The research reached several conclusions, the most important of which was that one of the most important aspects of achieving marketing success is setting clear and realistic goals and objectives that align with the overall vision and strategy of the business. Without a clear direction and goal, marketing efforts may be lost or become ineffective.
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References
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[2] A. Baquero, R. C. Palacios, V. Stantchev, and O. Molloy, “Leveraging big data for business process analytics,” The Learning Organization, vol. 22, no. 4, pp. 215–228, 2015.
[3] X. Y. Cain, “Cross-cultural strategies in international marketing,” J. Sichuan Univ. (Social Sci. Ed.), no. 4, pp. 28–31, 2015.
[4] J. G. Cegarra-Navarro, P. Soto-Acosta, and A. K. P. Wensley, “Structured knowledge processes and firm performance: the role of organizational agility,” J. Bus. Res., vol. 69, no. 5, pp. 1544–1549, 2016.
[5] D. Cetindamar, R. Phaal, and D. Probert, “Understanding technology management as a dynamic capability: a framework for technology management activities,” Technovation, vol. 29, no. 4, pp. 237–246, 2009.
[6] T. T. Fang, Study on the cross-cultural marketing strategies and effectiveness of Japanese and Korean cosmetics brands in China, Master’s thesis, Southeast Univ., 2018.
[7] Q. Y. Jin, Study on the cross-cultural communication of Chinese brand advertising in the era of economic globalization, Master’s thesis, Jilin Univ., 2017.
[8] Y. W. Li, “Analysis of two market entry modes in cross-cultural marketing,” J. Sichuan Univ. (Social Sci. Ed.), no. 6, pp. 40–46, 2023.
[9] Z. G. Mayaguez, “On cultural conflicts and resolution models in transnational marketing,” Business Research, no. 15, pp. 101–103, 2020.
[10] G. Overgoor, M. Chica, W. Rand, and A. Weishampel, “Letting the computers take over: using AI to solve marketing problems,” California Manage. Rev., vol. 61, no. 4, pp. 156–185, 2019.
[11] G. Posen, “Big data as the new enabler in business and other intelligence,” Vietnam J. Comput. Sci., vol. 1, no. 1, pp. –, 2023.
[12] U. Sivarajah, M. M. Kamal, Z. Irani, and V. Weerakkody, “Critical analysis of Big Data challenges and analytical methods,” J. Bus. Res., vol. 70, pp. 263–286, 2017.
[13] F. Trampers, P. Woollies, Y. P. Liu, J. Liu, and B. Shengs, Cross-cultural marketing, 2nd ed., Beijing: Economic Management Publishing House, 2021.
[14] S. Trzcielinski, “The influence of knowledge based economy on agility of enterprise,” Procedia Manufacturing, vol. 3, pp. 6615–6623, 2015.
[15] E. Unal and A. M. Uzun, “Understanding university students' behavioral intention to use Edmond through the lens of an extended technology acceptance model,” Brit. J. Educ. Technol., vol. 52, no. 2, pp. 619–637, 2021.
[16] A. Usakli and S. M. Rasoolimanesh, “Which SEM to use and what to report? A comparison of CB-SEM and PLS-SEM,” in Cutting Edge Research Methods in Hospitality and Tourism, Emerald Publishing, 2023, pp. 5–28.
[17] C. Wallis and B. Barnard, “Success factors of Big Data to achieve organizational performance: theoretical perspectives,” Expert J. Bus. Manage., vol. 8, no. 1, pp. 1–16, 2020.
[18] C. C. Wolverton and R. Cenfetelli, “An exploration of the drivers of non-adoption behaviour,” ACM SIGMIS Database, vol. 50, no. 3, pp. –, 2019.
[19] K. Yawised, D. Apasrawirote, M. Chatrangsan, and P. Muneesawang, “Turning digital technology to immersive marketing strategy: a strategic perspective on flexibility, agility, and adaptability for businesses,” J. Entrepreneurship Emerging Economies, vol. 16, no. 3, pp. 742–766, 2022.
[20] H. Zhang, Study on the cross-cultural communication of Qingdao beer brand glob-aviation, Master’s thesis, Guangxi Univ., 2016.