The impact of marketing analytics on achieving sustainable competitive advantage from the perspective of dynamic capabilities with market intelligence and product development management

EXTENDED ABSTRACT
 
Introduction: In the rapidly evolving software industry of Iran, the attainment of sustainable competitive advantage is of paramount strategic significance. Marketing analytics are recognized as essential tools for comprehending market dynamics. This study investigates the influence of marketing analytics on sustainable competitive advantage, emphasizing the mediating roles of market intelligence and product development management within the framework of dynamic capabilities.
Methodology: The current study employed a descriptive-survey methodology with a specific purpose. The statistical population comprised 329 companies engaged in the production and support of software for the Iranian Certificate of Excellence in Informatics, categorized into grades 1 to 4. A sample of 177 companies was selected using a non-random sampling method. Data were collected through a structured questionnaire. Construct validity was assessed using factor analysis conducted in AMOS software, while reliability was evaluated using Cronbach's alpha.
Discussion and Results: Six of the seven research hypotheses were supported by the findings. The results indicated that marketing analytics exerts a positive and significant influence on market intelligence, product development management, and sustainable competitive advantage. Additionally, the direct effects of market intelligence and product development management on sustainable competitive advantage were found to be significant. The mediating role of market intelligence in the relationship between marketing analytics and sustainable competitive advantage was affirmed; however, the mediating role of product development management was not substantiated, attributed to ambiguous environmental conditions. The findings are derived from the application of analytics aimed at enhancing operational efficiency and adapting to dynamic market fluctuations. The study offers recommendations such as customer segmentation, scheduled visits, and the implementation of a targeted design mix.
Conclusion: Practical and research proposals are articulated as follows: It is recommended that customer perspectives be categorized into three groups: critical, important, and standard customers. Periodic engagements with each customer group should be conducted, aligned with the company's capabilities and resources, following monthly, quarterly, or annual schedules for all or select groups. During these engagements, customer feedback regarding their needs and the functionalities currently lacking in the software should be systematically collected. This approach enhances the company's capacity to anticipate trends and leverage opportunities and threats, ultimately leading to the attainment of a sustainable competitive advantage. It is advised to assess customer satisfaction with various aspects of the software, facilities, and system reports during the scheduled engagements utilizing standardized measurement forms. The establishment of a comprehensive database for recording this data will facilitate accurate insights into areas requiring correction and enhancement. Considering the diversity of software products, it is suggested that the company's products be categorized into related groups according to the needs of customers (customer-oriented), and due to the increase in the effectiveness of marketing programs, the marketing mix for each category should be prepared and implemented separately. Usually, many suggestions for software development and production ideas are made by customers of software companies. Therefore, it is suggested that the development and improvement of the software be reviewed and applied by a working group consisting of at least one member of the software support unit, the sales manager, and—if possible—an expert consultant in the application field of the software (for example, if the software is accounting, an accounting field consultant). During the implementation of this research, we realized that two important variables in software companies have been hidden from our eyes: the management literacy of managers and the market context of the company. Many managers of software manufacturing companies do not have education related to management. Also, the field of the company's market is either the government market or the private market. Therefore, it is appropriate to consider these two variables in future research. The findings of this study indicate that "environmental uncertainty" is a significant variable associated with the influence of marketing analytics on sustainable competitive advantage, with product development management serving as a mediating factor. Consequently, it is recommended that future research incorporate items related to this variable as a control variable. This study employs a quantitative approach, utilizing survey data to examine the relationships among the research constructs. For a more comprehensive understanding of the topic, subsequent research could adopt qualitative methodologies.