Worker Perspective: Lean Marketing's Strategic Enhancement

Shashi Kant Gupta

, Prabhdeep Singh

, Susheel Kumar Singh

and Mahesh Singh

Eudoxia Research University, U.S.A.

Shri Ramswaroop Memorial University, India

Heera Lal Yadav Balika Degree College, India

Swiss Business School, Al Tareeqah Management Studies, U.A.E.

Keywords: Lean marketing (LM), Marketing strategy, Workers' perspectives, Mosul Dairy.

Abstract: Organizations frequently use lean marketing techniques to achieve satisfactory marketing performance. This

research examined about lean marketing may improve marketing efficiency. It essentially investigated if lean

marketing [LM] has a major impact on marketing effectiveness. The questionnaire was used to gather

information from a sample of 48 workers at the dairy plant in Mosul. Also, statistical techniques were applied

to the data analysis and result extraction using SPSS. Findings indicated that the effectiveness of marketing

is significantly impacted by lean marketing. The research provided recommendations for improving the

marketing performance at the dairy facility in Mosul.

1 INTRODUCTION

One of the principal marketing strategies utilised by

companies to gain a competitive advantage is Lean

Marketing (LM). This approach, grounded in lean

principles, targets the reduction of waste within

marketing processes, thereby aligning operational

efficiency with customer-focused strategies.

According to Ali et al. (2021), LM integrates the core

tenets of lean thinking into marketing activities,

ensuring that resources are used more effectively and

that efforts are tightly aligned with customer needs

and preferences. This strategic orientation not only

enhances the agility and responsiveness of marketing

campaigns but also leads to a significant reduction in

costs and increases in overall marketing

effectiveness.

In examining the integration of LM with broader

strategic frameworks, research by Sima et al. (2020)

proposes a comprehensive model that incorporates

environmental management techniques alongside

LM. This framework suggests that combining lean

marketing principles with environmental

management can significantly boost both business

and environmental performance. The synthesis of

these approaches facilitates a holistic view of

performance, recognising the importance of

sustainability in building a competitive edge. This

paradigm shift not only helps companies achieve

better resource management but also meets increasing

consumer demands for environmentally responsible

practices, thereby fostering a stronger market

orientation and sustainable competitive advantage.

Furthermore, the extension of lean principles

beyond their traditional industrial contexts into wider

applications, including marketing, is supported by

studies such as those by Azevedo et al. (2019). These

insights underline the versatility and effectiveness of

lean methodologies across various sectors, not just in

manufacturing. By focusing on eliminating waste and

continuously improving processes, businesses can

deliver high-quality products and services more

efficiently. Iranmanesh et al. (2019) also emphasise

that LM facilitates a deeper understanding of current

and future customer demands, enhancing customer

satisfaction and loyalty. Through this rigorous

approach, companies are not only able to increase

their profitability and market share but also build

enduring relationships with consumers, securing a

long-term competitive position in the market.

674

Gupta, S., Singh, P., Singh, S. and Singh, M.

Worker Perspective: Lean Marketing’s Strategic Enhancement.

DOI: 10.5220/0012912200003882

Paper published under CC license (CC BY-NC-ND 4.0)

In Proceedings of the 2nd Pamir Transboundary Conference for Sustainable Societies (PAMIR-2 2023), pages 674-677

ISBN: 978-989-758-723-8

2 LITERATURE REVIEW

Table 1: The Influence of Lean Management on Marketing and Environmental Outcomes.

Author Findings

Redeker, et al.,

2019

Analyzing the connection between Lean Management (LM) and sustainable competitive advantages

lorin

the t

es of waste

roduced in cor

orate

roduction

rocesses.

(Study on Mosul

Dairy Factories)

Of the 75 questionnaire forms distributed, 67% were validly completed. The study focused on a

variety of theoretical and practical questions concerning the correlation relationship and its effect on

research variables.

Dieste, et al., 2020 Demonstrated the importance of environmental management techniques as a mediating factor in

resolving conflicts between LM and environmental performance.

Stateczny, et al.,

2022

Concluded that the proposed relationships between LM and other factors vary in terms of statistical

significance and strength.

Colim, et al., 2021 Stated that when Lean is correctly applied, it can increase worker happiness, process efficiency, and

the

ualit

of the sho

erience.

Bakri, M., 2019 Lean implementations should focus on promoting customer happiness and adapt to specific variables

in the organizational system, such as the nature of interaction between front-line workers and

customers.

3 HYPOTHESES

H1: Agile marketing and marketing effectiveness do

not significantly correlate.

H1a. Reducing unnecessary marketing processes

does not significantly affect marketing effectiveness.

H1b. The effectiveness of marketing does not

significantly correlate with waiting time reduction.

H1c. Reducing pointless motions and marketing

effectiveness are not significantly correlated.

H1d. Reducing unnecessary procedures has no

discernible relationship to marketing effectiveness.

H1e. Reducing faulty outputs has no apparent

relationship to marketing effectiveness.

H1f. The success of marketing and using

underdeveloped potential are not significantly

correlated with one another.

H2: LM and marketing performance have no

discernible relationship.

H2a. The performance of marketing does not

significantly differ when excessive marketing

activities are reduced.

H2b. Reducing wait times has no discernible

impact on marketing effectiveness.

H2c. Reducing unnecessary motions and

marketing performance do not share a significant

relationship.

H2d. Reducing unnecessary treatments has no

discernible relationship to marketing effectiveness.

H2e. Reducing production defects and marketing

effectiveness do not have a meaningful relationship.

H2f. The efficiency of marketing and using

underutilized talent are not significantly correlated

with one another.

4 RESEARCH METHODOLOGY

The study was conducted over a three-day period,

from 9th to 11th January 2021, within the confines of

the Mosul dairy plant, which served as the

geographical boundary for the research. The focus

was on a sample of 49 employees working at this

location. These individuals were selected as the

subjects of this study due to their direct involvement

and exposure to the marketing strategies implemented

within the plant. The selection of the plant and its

workers aimed to provide a focused setting in which

to explore the implications of agile marketing

practices on marketing effectiveness within a specific

industrial context.

The research methodology employed a structured

questionnaire divided into two main sections. The

first section gathered demographic data of the

participants, which included age, gender, job role, and

length of employment, providing a background

against which responses could be evaluated. The

second section was designed to test the research

hypotheses concerning the relationship between agile

marketing and marketing effectiveness. Items within

this section of the questionnaire were specifically

developed to measure these variables. Agile

Worker Perspective: Lean Marketing’s Strategic Enhancement

675

marketing was examined through questions about

flexibility in marketing practices, responsiveness to

customer feedback, and the ability to execute rapid

changes in marketing strategy. Marketing

effectiveness was assessed through indicators such as

achieved sales growth, customer engagement levels,

and overall market share. Responses were collected

using a five-point Likert scale, where 1 indicated

'strongly disagree' and 5 'strongly agree'. This scale

was chosen to quantify the perceptions of employees

regarding the effectiveness and agility of marketing

practices. The items in the questionnaire were derived

from established academic and industry sources,

ensuring relevance and rigour in measuring the

intended constructs.

5 RESULT AND ANALYSIS

Table 2: Agile marketing's relation to effective marketing

interactions.

Marketing efficiency

correlation coefficient

0.829

P ≤ 0.01 n=46

According to Table 2, LM and marketing

performance has a positive significant link exhibiting

a correlation coefficient at the significant level. As a

result, the alternative hypothesis, which asserts that

the H1 can be rejected, can be used in its place.

Table 3: Dimensions of marketing performance and LM's

correlations.

LM marketing efficiency Correlation

Avoiding unnecessary motions 0.685 **

Avoiding excessively 0.500 **

Avoiding excessive marketing operations 0.654 **

Avoiding waiting time 0.692 **

Encouraging workers' possibilities and

innovation

0.769 **

Avoiding marketing defective outcomes 0.666 **

P ≤ 0.01 n=47

Table 3 displays. As a result, it rejected the H1a

and supported the alternate hypothesis. This value

rejects the H1b of the research. The H1b of the

investigation, which states, is rejected, according to

this value. The H1c of the research is to be rejected,

and the alternative hypothesis is accepted as a result.

This research rejects the H1d, it dismisses the null

hypothesis that unwanted therapy affects marketing

efforts and substitutes the alternative hypothesis. As

a consequence, the study's H1e is rejected, according

to which there is no valid association between

marketing performance and reduced faulty outcomes.

The H1f of the study, according to which there is no

relationship between marketing effectiveness and

using underdeveloped abilities or workers' creativity,

is therefore invalidated. The H1f, which claimed that

there was no connection between marketing

effectiveness and using an untapped talent or worker

innovation, is disproved.

H2- Considering the outcomes of the significant

correlations between the variables in the study.

The outcomes of the regression analysis are

shown in Table 4, which demonstrates a strong

correlation between marketing success as a predictor

variable and LM as an independent variable. As an

illustration of this significant effect, consider the

estimated F value, which, at the two independent

variables and the significance value, is higher than the

tabular T. According to the test-T, the expected T

value is superior to the actual quality. Both at the

considerable level and at two degrees of dependence,

it is important.

Table 4: Agile marketing's influence on all aspects of

marketing efficiency.

Independent

aramete

Dependent

parameter

Measuring

Coefficient

B1 F

calculated

tabular

Marketing

efficienc

0.67 0.827

)

10.067

(

101.243 7.193

P ≤ 0.01; n=46; d. f (1,46)

Table 5 displays. The impact of agile marketing

on micro-level marketing strategy. The replacement

hypothesis states that the H2b of the H2 is discarded

and supported (the effectiveness of marketing is

significantly impacted by reducing waiting times). An

alternative hypothesis, which states that the H2c of

the H2 is not supported, is (Avoiding pointless

motions has a huge impact on marketing

effectiveness). The alternative hypothesis, that says,

is adopted in place of the H2d (of the main H2)

(reducing unnecessary therapies have a major impact

on marketing efficiency). The alternative hypothesis,

says, is accepted and the H2e is rejected (efficiency

in marketing is significantly impacted by the

PAMIR-2 2023 - The Second Pamir Transboundary Conference for Sustainable Societies- | PAMIR

676

avoidance of faulty outcomes.). The alternative

hypotheses, which say, are accepted in place of the

H2f of the second main hypothesis (the effectiveness

of marketing is significantly impacted by employees'

hidden skills and innovation).

Table 5: The impact of agile marketing on micro-level

marketing strategy.

Independent

facto

Dependent

factor

Coefficient of

determination

B1 F

computed

tabular

Avoiding

unnecessary

movements

0.455 0.67

)6.279(

39.424 7.195

Avoiding

waitin

time

0.47 0.069

)

6.532

(

42.66

Avoiding

excessive

marketing

operations

0.42 0.653

)5.901(

34.889

Avoiding the

marketing of

inferior

roducts

0.44 0.669

)6.179(

38.12

Developing

workers'

possibilities

and creativit

0.57 0.768

)8.23(

67.736

Avoiding

over-

rocessing

0.16 0.4

)2.99(

8.95

P ≤ 0.01; n=45; d. f (1,45)

6 CONCLUSION

This research offers a clear overview of current

movements in the LM literature by classifying and

contrasting works following a variety of important

characteristics. The characterization and

recommendations that have been derived from this

research, might improve and raise awareness of the

significance of using LM to establish a long-term

competitive edge. The analysis's findings revealed a

strong relationship between marketing performance

and the aspects of LM. The aspect of releasing

workers' latent potential and creativity had the biggest

association since it occurred before and was followed

by a decrease in wait times. This result demonstrates

that highly talented and imaginative Employees have

a major part in increasing the Mosul dairy tree's

marketing success. The findings supported the

presence of a considerable impact of agile marketing

and product aspects on the entire marketing

performance. For rapid and effective interaction with

consumers and suppliers, it is suggested that the

Mosul diary maker spend more attention on the

marketing data system.

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