Dynamic Marketing Capabilities and the Pursuit of Competitive Advantage in Coffee Shops
DOI:
https://doi.org/10.20527/jwm.v13i3.457Keywords:
Dynamic Marketing Capability, Sensing Capability, Seizing Capability, Reconfiguring Capability Competitive advantageAbstract
This study aims to examine the influence of sensing, seizing, and reconfiguring capabilities on competitive advantage among coffee shops in Banjarmasin. The population in this study consists of coffee shop owners or managers in Banjarmasin, with a total of 40 respondents selected using a purposive sampling technique. The data were analyzed using multiple linear regression. Theoretically, this study extends the application of Dynamic Marketing Capability (DMC) beyond manufacturing and large-scale enterprises to the small-scale service context, offering empirical evidence from Indonesia’s coffee shop industry. New insights are provided into how small service-based firms can sustain competitive advantage by dynamically aligning marketing resources and adaptive strategies in a rapidly changing market environment. The results indicate that sensing capability has a positive and significant effect on competitive advantage, seizing capability has a positive but insignificant effect on competitive advantage, and reconfiguring capability has a positive and significant effect on competitive advantage in coffee shops in Banjarmasin.
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