Marketing Orientation in SMEs: Effects of the Internal Environment

Abstract

Marketing orientation can be described as a culture in which organizations strive to create superior value for their customers (and superior performance for the business) by focusing on customer needs and long‐term profitability. Some studies have found that firms with a high degree of marketing orientation experience improved performance; othershave found mixed or non‐significant results. While all firms are strongly influenced by their external environment, small to medium sized firms (SMEs) may be even more influenced by their own internal culture. The smaller firms are less bureaucratic and more a reflection of their own specific leadership and internal circumstances. The marketing orientation of these firms may in part be determined by such factors as the scope of the business or the managerial style of the president. This study examines the market orientation of SMEs relative to several characteristics of the organization and the managerial style and background of the company president. In addition, marketing orientation is examined relative to company performance in terms of both change in sales and change in profits. The results of this study confirm some earlier research on marketing orientation and provide some new insights and questions on this important strategic dimension.

Citation

Becherer, R.C., Halstead, D. and Haynes, P. (2001), "Marketing Orientation in SMEs: Effects of the Internal Environment", Journal of Research in Marketing and Entrepreneurship, Vol. 3 No. 1, pp. 1-17. https://doi.org/10.1108/14715200180001474