The Resource-Based View and Marketing: The Role of Market-Based Assets in Gaining Competitive Advantage
Research Background and Problem
Theoretical Disconnect Dilemma
Separation of Two Theoretical Fields
  • Marketing Theory: Focus on customer value creation
  • Resource-Based View: Focus on internal resource advantages
  • Problem: Lack of effective integration
Core Problem
"RBV's 'Black Box': How do resources transform into customer value?"
Research Objective
Establish an integrated framework connecting RBV and marketing
Theoretical Contributions
Market-Based Assets Defined
This research introduces key market-based assets: Relational Assets (customer relationships, channel partnerships, strategic alliances) and Intellectual Assets (market insights, competitive intelligence, and deep customer understanding).
Resource Framework Subdivision
A new subdivision of the resource framework is proposed, illustrating a clear progression: foundational Assets, leading to dynamic Processes, and culminating in distinct Capabilities.
Theoretical Breakthrough
A significant theoretical breakthrough is achieved through the clear definition of marketing-specific VRIO (Valuable, Rare, Inimitable, and Organization) resources, enhancing our understanding of competitive advantage.
Integration Framework
Resource-to-Value Transformation Mechanism

Core Insight
Opened RBV's "value creation black box"
1
Asset Cultivation
Identify and build market assets
2
Process Design
Market-facing business processes
3
Value Creation
Four-dimensional customer value
4
Competitive Advantage
Differentiation and barriers
5
Reinvestment Cycle
Continuous asset upgrading
Customer Value Dimensions
Four Core Value Dimensions
1
Attributes
  • Functional features, technical specifications
  • Easily imitated, hard to sustain
2
Benefits
  • Experiential value, perceived reliability
  • Requires customer experience, creates advantage
3
Attitudes
  • Holistic perception, emotional connection
  • Long-term accumulation, hard to replicate
4
Network Effects
  • Ecosystem value, platform effects
  • More users, greater value
Marketing Value: Marketing plays key roles in all four dimensions
Contributions to Theory Development
Contributions to RBV
Theory Enhancement
  • Clarified definition of marketing-specific resources
  • Revealed specific mechanisms of resource transformation
  • Introduced dynamic market perspective
Contributions to Marketing Theory
Strategic Position Enhancement
  • Established resource attributes of marketing activities
  • Proved strategic value of marketing investments
  • Integrated various marketing functional modules

Academic Impact
Laid theoretical foundation for interdisciplinary research
Practice Implications and Future Directions
Implications for Firm Strategy
Resource Management Strategy
  • Identify and cultivate key market assets
  • Design efficient value transformation processes
  • Establish continuous capability building mechanisms
Implications for Marketing Capabilities
Core Capability Requirements
  • Scanning Capabilities: Environmental change perception
  • Transformation Capabilities: Opportunity identification and realization
  • Learning Capabilities: Continuous adaptation and innovation
Future Research Directions
Theory Development
  • Measurement and assessment methods for market assets
  • In-depth mechanism studies of value creation processes
  • Construction and management of dynamic capabilities
Practical Value: Provided actionable strategic management framework for firms
Class Discussion: Reflections in the AI Era
In today's era of rapid AI and big data development, what fundamental changes are occurring in firms' "market-based assets"? What new challenges and opportunities do these changes present for the traditional RBV-marketing integration framework?
Thinking Dimensions
  • Data as Assets: Is customer data becoming the new core asset?
  • AI-Driven Personalization: How to redefine customer value?
  • Algorithm Competition: Technical capabilities vs. market insights?