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The purpose of this study is to develop a theoretical model that posits locomotion-assessment ambidextrous orientation as predictor of salesperson acquisition–retention ambidexterity, which as a consequence increases sales. The authors drawing on regulatory focus theory and self-regulatory for this propose.

Salespeople involved in the study represent different firms selling a wide variety of food and household products to a wholesaler, which resells them to supermarket chains. The authors collected data from 231 industrial salespeople.

First, salesperson assessment focus amplified locomotion’s effect on acquisition–retention ambidexterity. Second, salespeople increased their performance by implementing an acquisition–retention ambidextrous orientation that balances prospecting for new customers and growing existing customers. Third, findings revealed a mediating effect of ambidextrous orientation on the relationship between regulatory mode and sales performance. Finally, outcomes supported the conditional moderated-mediated effect of regulatory mode in explaining performance through ambidextrous orientation.

Results suggest that salespeople need to equalize their dual orientations in a complementary way to elaborate their selling strategies according to each customer. For example, in an unbalanced orientation, putting high levels of assessment into a sales encounter can reduce the effective and efficient use of time in interacting with customers.

The authors further illustrate the importance of using both locomotion and assessment in attaining sales goals (Pierro et al. 2013). This synergistic effect is known as the complementary hypothesis (Pierro et al., 2006a, 2006b). Each dimension complements the other and has a moderated-mediated effect on performance through acquisition–retention ambidexterity.

This paper aims to examine how the three market orientation components (customer orientation, competitor orientation and interfunctional coordination) influence industrial manufacturers’ customer relationship management outcomes in a business-to-business (B2B) context.

In linking market orientation components and their relationship outcomes, the authors examined the moderating effect of interfunctional coordination. The model was tested using data collected from 279 manufacturing firms in the USA.

While customer orientation and competitor orientation both influence customer relationship outcomes, interfunctional coordination does not. However, interfunctional coordination lessens the positive relationships between customer orientation and customer retention as well as between competitor orientation and customer satisfaction. Although competitor orientation has a slightly stronger impact on customer satisfaction than customer orientation does, it only has an indirect relationship with customer retention through customer satisfaction.

The findings illustrated the effects of the three components of market orientation on customer relationship outcomes within manufacturing-centered firms, and provided managerial implications to industrial manufacturers on market orientation implementation strategies in regard to successful B2B customer relationship management.

The purpose of this study is to highlight the understanding of the consequent factors of new services development (NSD) in the literature owing to the impact on organizational competitiveness, especially in professional services, such as that investigated by health plan operators in the present study.

The sample (customer of family health plans) consisted of 255 valid cases. For the analysis of the data, multivariate statistical techniques were used through the modeling of structural equations.

The results found evidence of the significant relationships between the NSD considering the constructs, client orientation, reputation, professional competences and customer retention, as consequences of the NSD, which impact on the success of the new services launched by the health plan operator from the perception of the customer.

This implies that health plan operators need to develop new customer-oriented services by investing in new technologies and having more trained and qualified staff so that they can deliver superior services and, as a consequence, have a more profitable relationship with customers.

The new services may result in greater organizational performance and greater competitiveness for health service providers.

This study developed a model of customer store loyalty for retail service based on a value‐based market orientation practice, staff performance and customer satisfaction.

A comprehensive qualitative study was undertaken to develop measurements, derived from both perspectives of firms and consumers. The model was then tested empirically in a retail setting in Taiwan, using a dyadic data collection approach. For each service provider from a random sample of hairdressing salons in Taiwan included in our survey, a matched set of customers provided information concerning their expectation and evaluation of service.

Our findings provide an insight into the effect of perceived customer value in market orientation practice as well as its impact on customer retention. The model indicates that marketing practitioners should manage customer satisfaction and perceptions of value in their implementation of market orientation as they are directly related to customer store loyalty.

This study involved only one service industry (hairdressing salons) in one country (Taiwan). However the scales and methodology described here could and should be replicated in other settings.

By using our scale and results, service providers may be able to enhance their customers' perception of value and increase their degree of store loyalty.

Despite the importance of customer value for organizations seeking to become market oriented, customer value measures are not included in market orientation scales. This study shows how including customer value into market orientation measurements can assist in enhancing business performance via customer retention.

Using firm-level data from small- to micro-sized agro-based enterprises located in developing Africa, the purpose of this paper is to employ a resource-based marketing model to explain financial and nonfinancial organizational performance outcomes. The moderating effect of firm size on the structural inter-linkages between customer retention orientation, eBrand promotion and the organizational performance outcomes is also explored.

Partial least squares path modeling approach was the analytical method for data analysis purposes.

The data support the assumption that marketing resources as well as the moderating influence of firm size play a strong role on the agro-based enterprise performance.

This study widens the context of inquiry on agro-based enterprise performance to include developing economies in Sub-Saharan Africa. The value of the paper rests in its intent to offer small- to micro-sized agro-based businesses in emerging markets more practical ways to enhance their performance.

With the performance of service personnel often constituting a major element of a service per se, the customer orientation of service personnel is often regarded as a main determinant of service firms' success. Drawing on a deductively derived four‐dimensional conceptualization of the customer orientation of service personnel, consisting of employees' technical skills, social skills, motivation, and decision‐making power, a model of the impact employees' customer orientation has on key service marketing constructs is theoretically developed. The model is then empirically tested against a sample of 989 consumers for two service contexts (i.e. book/CD/DVD retailers and travel agencies), with the results providing support for most hypotheses. Implications of the findings for services and retail management are discussed.

This study aims to investigate moderators affecting the impact of salesperson acquisition-retention (AR) ambidexterity on sales performance based on the motivation-opportunity-ability (MOA) framework.

The authors collected triadic data through 391 questionnaires from salespeople, 50 questionnaires from sales managers and archival data about each salesperson’s performance. Hierarchical linear modeling was applied to test the hypotheses.

The results indicate that salesperson AR ambidexterity positively affects sales performance. The positive effect is strengthened by capability control but weakened by outcome control and activity control. The authors also find that sales experience and market attractiveness hurt the effectiveness of salesperson AR ambidexterity.

First, this study does not examine the mediating mechanism underlying the effect of salesperson AR ambidexterity. Second, sales-service ambidexterity is another ambidextrous variable for salespeople. Future research can consider AR and sales-service ambidexterity together.

First, managers should be cautious when encouraging experienced salespeople to conduct AR ambidexterity. Second, managers need to use capability control to motivate salespeople with AR ambidextrous behaviors. Third, AR ambidexterity could be not required in a market with many opportunities.

Although some studies have examined the effectiveness of salesperson AR ambidexterity, they reveal inconsistent findings, which suggest contingent conditions on the effectiveness of salesperson AR ambidexterity. However, the attention on the contingent conditions is limited. Therefore, this paper systematically investigates the contingent conditions from the MOA framework. The findings provide some insights into when salesperson AR ambidexterity is effective.

Despite the importance of incorporating social media with customer relationship management (CRM), the implementation of social CRM is still in its initial stages for a majority of green brands. The purpose of this paper is to examine whether consumers’ perception-based factors of the online CRM tactics through social media (i.e. perceived marketer-dominated information quality, perceived interaction quality, and perceived service content quality in social media) offered by the green brand were related to the perceived customer retention orientation (CRO) of the green fashion retailer, which was related to patronage intention towards the green retailer, and the moderating effect of green consciousness on the link between perceived CRO of the green retailer and patronage intention.

Data were collected from social media users (n=631) using a consumer panel via an online survey. Structural equation modelling was employed to test the proposed model and research hypotheses.

This study found that the perceived CRO of the green retailer was positively related to patronage intention. The perceived marketer-dominated information quality and perceived service content quality in social media were positively related to the perceived CRO of the green retailer. Green consciousness moderated the link between perceived CRO and patronage intention.

First, this study contributes to the further theoretical understanding of the underlying factors that influence customer perception of the CRO of the green retailer and green patronage intention. Second, on a managerial level, this proposed model provides green retailers with beneficial insights into the development of successful social CRM.

This study proposes a conceptual framework for analyzing customer management strategies and their effects on Internet-based platform performance based on a review of the relevant literature, and provides directions for future research.

A literature review of relevant research articles on customer management in platform firms was conducted.

First, a framework based on the market maker view of platform firms suggests customer acquisition, customer retention and customer governance are the main customer management subprocesses toward improving platform firm performance. Second, the most studied customer management strategies for each subprocess contribute to platform performance based on the mechanisms of building customer network, developing customer network effect and managing sustainable customer networks.

This study proposes a framework that identifies customer acquisition, customer retention and customer governance as three key customer management subprocesses in platform firms. It also summarizes the most studied customer management strategies/actions for each subprocess. With this analytical framework, it identifies underexplored key issues in customer management for further research.

The purpose of this paper is to examine the effect of internal marketing, organizational commitment and organizational citizenship behaviors on commercial banks' market orientation.

A quantitative survey methodology was adopted to collect data from commercial (non‐state owned) banks' employees in Jordan. A sample of 365 employees within seven of 13 Jordanian commercial banks was used. Data were analyzed using AMOS 16.0 to determine the interactions between the various factors.

Empirical findings confirmed that internal marketing, organizational commitment and organizational citizenship behaviors had a positive direct effect on banks' market orientation. In addition, organizational commitment had a positive direct effect on organizational citizenship behaviors.

Jordanian commercial banks should convert internal marketing as a strategy into their core operations and systems to meet employees' demands and the bank goals. This conversion shall make employees show their sincere organizational commitment so that they can express the attitude of organizational citizenship behaviors that are beneficial for the banks' operations and survival.

The paper introduces a new perspective of the associations and interactions that take place between marketing and organizational behavior concepts which affect organizations' market orientation endeavors. While such perspective is considerably new and relevant to general marketing literature, the fact that this paper is one of few papers that focus on internal marketing in Jordan adds to its originality.