This study sets out to examine the marketing culture of firms in the telecommunication industry and how it reflects to marketing effectiveness in Uganda. The main objective is to theoretically understand the relationship between marketing culture and marketing effectiveness and the practical orientation of the forward and backward linkages between the marketing culture of a firm and its marketing effectiveness as it is translated in the firm’s day-to-day operations. In order to understand marketing culture and marketing effectiveness in Uganda, Anderson’s Contingency-based theory was the basis of the theoretical orientation of this study, and from the literature reviewed a marketing culture-marketing effectiveness conceptual framework was also developed. A total sample of 240, that included 60 employees in the telecommunications sector and 180 customers were selected by both purposive and quota sampling respectively. The key results indicate that marketing culture possessed by the companies was different, and that the most pronounced component of the possessed marketing culture was external marketing behaviour. The findings of the study offer a sound basis for the telecommunications companies to improve their marketing culture in order to enjoy a sustainable marketing effectiveness scenario; have big managerial and organizational implications and the need to undertake a study on the effects of the individual components of marketing culture on marketing effectiveness

Full Text : PDF

  1. Anderson, P.F (1982),”Marketing, strategic planning, and the theory of the firm” Journal of marketing vol.46, spring, pp 15 – 26.
  2. Birgit, L., Bryan, Robert, D.W (2002) “The effects of organizational culture and market orientation on the effectiveness of strategic alliances”, Journal of services marketing, vol.16, No. 3, pp 207-222
  3. Butterfield, D.W, Deal, KR. And Kubursi, A, A (1998) “measuring the returns to tourism advertising “Journal of travel research, WL37, April, pp.12 -20
  4. Day, G.S. (1994) “The capabilities of market – driven organizations’’ Journal of marketing, vol, 58 October, pp-37 -52
  5. Deshpande, R. and Webster, F. E Jr (1989) “organizational culture and marketing: Defining the research agenda. Journal of marketing, vol, 53, January pp.3-15
  6. Hofstede, G, (1998) “Attitudes values and organizational culture: Disentangling the concepts “organizational studies, vol 19. No.3, pp.477-92.
  7. Holden, N (2004) “Why marketers need a new concept of culture for the global knowledge economy”, International marketing review, Vol.21, No. 6, pp 563-572
  8. Joworski B.J and Kohli, A.K (1993) “market orientation antecedents and consequences’’, Journal of marketing vol. 57, July pp.53 – 70.
  9. Keith, R. G (1960) ‘The marketing revolution”, journal of marketing January pp- 35-8.
  10. Kohli, A.K and Jaworski, B. J (1990) “Market orientations; the construct, research propositions, and managerial implications” journal of marketing, Vol, 04. April, pp.1-18.
  11. Kotler, P (1977) “From sales obsession to making effectiveness”, Harvard Business Review, Vol.55, November-December, pp 67-75
  12. Kotler, P. (1997) ‘’from sales obsession to marketing effectiveness” Harvard business review, vol, 5, member – December pp.67-75
  13. Norborn, D, Birley S., Dunn, M and Payne, A, (1990) “A four nation study of the relationship between marketing effectiveness corporate culture, corporate values and market orientation” Journal of International Business studies, vol.21 third quarter, pp 451-68.
  14. Parasuraman, A, (1986),” Customer – oriented organizational culture: A key to successful services marketing “Creativity in services processing, 4th annual services conference, pp 73-7
  15. Shein, E. H (1985), organizational culture and leadership Jossely – bass, San Francisco, CA.
  16. Slater, S.F. and Narver, T.C (1994) “Does competitive environment moderate the market orientation- performance relationship”. Journal of marketing, vol 58 January pp 46 55.