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Market-led strategic change : transforming the process of going to market
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  • 1999Retro‐marketing: yesterday’s tomorrows, today!145 cited
  • 2020THE IMPACT OF THE ORGANIZATIONAL INNOVATIVENESS ON THE PERFORMANCE OF INDONESIAN SMES58 cited
  • 2011The power of marketing within the firm: Its contribution to business performance and the effect of power asymmetry55 cited
  • 2007The synergic relationship between TQM and marketing in creating customer value53 cited
  • 2003Strategic marketing planning: a grounded investigation52 cited
  • 2016Market Sensing Capability and SMEs Performance: The Mediating Role of Product Innovativeness Success49 cited
  • 1997The impact of lean thinking and the lean enterprise on marketing: Threat or synergy?48 cited
  • 2002Revisiting Gender Role Stereotyping in the Sales Profession43 cited
  • 2013Attitudes and behaviours of key account managers: Are they really any different to senior sales professionals?43 cited
  • 1998Barriers to implementing relationship marketing: analysing the internal market-place41 cited
  • 2007Key account planning: benefits, barriers and best practice40 cited
  • 2019Internal corporate venture planning autonomy, strategic evolution, and venture performance32 cited
  • 2003The effectiveness of marketing strategy making processes: A critical literature review and a research agenda29 cited

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  • 2012Leveraging sponsorship to achieve consumer relationship objectives through the creation of ‘marketing spaces’: An exploratory study27 cited
  • 2013Customer flow: evaluating the long‐term impact of marketing on value creation27 cited
  • 1997Marketing management, market strategy and strategic management: domain realignment and redefinition23 cited