Designing a Marketing Capabilities Model with a Futures Research Approach in the Petrochemical Industry

Authors

    Hossain Shahbazi Department of Busness Management, Tab.C., Islamic Azad University, Tabriz, Iran
    Hakimeh Niky Esfahlan * Department of Busness Management, Tab.C., Islamic Azad University, Tabriz, Iran ha.niky@kau.ac.ir
    Samad Aali Department of Busness Management, Tab.C., Islamic Azad University, Tabriz, Iran

Keywords:

Marketing capabilities, futures research, system dynamics, marketing dashboards, marketing strategy, petrochemical industry

Abstract

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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Published

2026-03-21

Submitted

2025-04-09

Revised

2025-08-30

Accepted

2025-09-07

Issue

Section

مقالات

How to Cite

Shahbazi, H., Niky Esfahlan, H., & Aali, S. . (1405). Designing a Marketing Capabilities Model with a Futures Research Approach in the Petrochemical Industry. Dynamic Management and Business Analysis, 5(1), 1-20. https://www.dmbaj.org/index.php/dmba/article/view/240

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