The expense of implementing marketing strategies has always been classified as a cost to the firm. However, recent research has demonstrated these costs might be more appropriately viewed as investments in creating assets. This study augments the growing body of research examining the increasingly important interface between the marketing and financial worlds. The model tested, herein, is grounded in the resource-based view (RBV) of the firm. The RBV postulates that firms must possess certain assets and deploy them successfully to achieve a sustainable competitive advantage. Specifically, the role marketing assets (relational and intellectual) play in creating customer value, SCA and, firm performance is examined. This book addresses one of the criticisms of the RBV-demonstrating a linkage between an endogenous variables (assets) and an exogenous variables (competitive advantage). Additionally, three core business processes are examined: customer relationship management (CRM), supply chain management (SCM) and product innovation management (PIM). The findings demonstrate how these variables impact customer perceived value and firm performance.
