Designing a Marketing Capabilities Model with a Futures Research Approach in the Petrochemical Industry
Keywords:
Marketing capabilities, futures research, system dynamics, marketing dashboards, marketing strategy, petrochemical industryAbstract
Objective: This study aimed to identify the drivers and policy scenarios that enhance marketing capabilities in petrochemical firms and to prioritize effective interventions using a futures-oriented lens.
Methodology: An exploratory mixed-method design was used. A meta-synthesis (Sandelowski–Barroso) with a qualitative–quantitative screening (CASP-like) extracted constructs and indicators; expert panels (n=12) from academia and petrochemical strategy units validated content. A system dynamics model operationalized six capability dynamics (strategic, operational, value creation, R&D, market sensing, analytical), and nine policy scenarios were simulated against a calibrated baseline.
Findings: The baseline marketing capability index was 68.724. “Enhancing marketing dashboards” lifted the index to 197.587 (↑128.863; top performer). “Improving marketing strategies” reached 177.066 (↑108.642), and “Upgrading distribution/promotion channels” reached 138.313 (↑69.589). “Strengthening marketing research” increased the index to 121.553 (↑52.529), and “Improving the marketing mix” to 100.537 (↑31.813). “Reducing planning weakness” yielded 106.408 (↑37.656), “Brand management improvement” 89.1188 (↑36.5898), “New product/service development” 78.7361 (↑10.0121), and “Improving execution/resources” 81.4618 (↑34.7378). Positive spillovers included gains in creativity, sales engineering, and value discovery/creation.
Conclusion: Priorities should focus on analytical–control capabilities (dashboards), strategic alignment, and distribution/promotion optimization; these levers generate the largest and most resilient uplift in petrochemical marketing capability and scaffold durable improvements across complementary capability domains.
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