Palabras clave
Marketing Innovation
competitive intelligence
Industrial Markets
Ceramic Industry
Strategic Capability
Cómo citar
Resumen
Purpose: This study examines the association between Digital Competitive Intelligence (DCI) and Marketing Innovation in the ceramic industry. Specifically, it investigates whether firms that demonstrate stronger capabilities in digitally enabled competitor monitoring, market sensing, customer insight generation, and analytical interpretation also report higher levels of marketing innovation.
Methodology/approach: The study adopts a quantitative, explanatory, cross-sectional survey design. Data were collected through a structured questionnaire administered to managerial and marketing-related employees working in ceramic firms. The instrument used a five-point Likert scale to measure the two focal constructs: Digital Competitive Intelligence and Marketing Innovation. The data were analyzed through descriptive statistics, reliability analysis, exploratory factor analysis, correlation analysis, and linear regression.
Originality/Relevance: The study contributes to the competitive intelligence literature by treating DCI not as a generic digitalization practice, but as a strategic intelligence capability through which firms systematically acquire, interpret, and use digitally generated market knowledge for marketing-related decision-making. This distinction is important in industrial markets, where intelligence routines shape responsiveness, positioning, and differentiation under conditions of technological change and competitive pressure.
Key findings: The findings indicate a statistically significant positive association between DCI and Marketing Innovation. Firms with stronger DCI practices tend to report greater innovation in product positioning, branding, channel strategy, and customer engagement. The results suggest that intelligence quality, rather than mere data availability, is an important condition for marketing adaptation in industrial settings.
Theoretical/methodological contributions: The study refines the conceptual positioning of DCI as a market-facing strategic capability and provides empirical evidence from a traditional manufacturing context. Methodologically, it offers an operational framework for examining the DCI-marketing innovation relationship in industrial sectors and supports future work that may extend the model through additional variables and more advanced analytical designs.
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