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1 – 10 of over 64000As the wine industry globally is pushed towards a marketingorientation, what does this mean for companies and their managers andowners? Distinction should be made between market…
Abstract
As the wine industry globally is pushed towards a marketing orientation, what does this mean for companies and their managers and owners? Distinction should be made between market orientation and marketing orientation. Market orientation places the customer at the top of the organisational chart, yet in the wine industry the customer can be very fickle. As such it does not encapsulate the marketing concept of the matching process – it is not a marketing orientation. The true marketing orientation has evolved from a realisation of the inadequacies of production and sales orientation. Marketing orientation should give equal weight to customer demands and to company requirements. It must choose its markets and manage its own productive capabilities in order to achieve its goals in pursuit of a strategic policy. In the wine industry in particular, it is imperative for management that customer and company needs and wants should be correctly balanced.
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Musa Dwairi, Shahid N. Bhuian and Anthony Jurkus
The purpose of this study is to replicate Kohli and Jaworski, and Kohli's pioneering market orientation model within a highly growth‐oriented and competitive banking industry in…
Abstract
Purpose
The purpose of this study is to replicate Kohli and Jaworski, and Kohli's pioneering market orientation model within a highly growth‐oriented and competitive banking industry in an emerging Middle‐Eastern economy, Jordan.
Design/methodology/approach
A survey was conducted among top management personnel of 475 bank branches in Jordan. A total of 11 hypotheses related to market orientation; its antecedents and consequences were examined by estimating multiple regression models.
Findings
The study confirms that market orientation‐performance relationship is robust across diverse contexts. Also, top management traits are consistent predictors of market orientation. However, organizational factors as direct and linear determinants of market orientation are not completely stable. Further, the nature of the correlations between environmental factors and market orientation may be more complex than has been believed. In addition, within‐country variations along Hofstede's cultural dimensions may be possible. Finally, most scales including that of market orientation suffer from weaknesses.
Originality/value
This paper provides further validation for a market orientation model and unveils some of its weaknesses and strengths.
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Evelyn Winston and Kofi Q. Dadzie
In this article, the authors examine the incidence of market orientation of Nigerian and Kenyan firms by focusing on the role of top managers. It is argued that top management’s…
Abstract
In this article, the authors examine the incidence of market orientation of Nigerian and Kenyan firms by focusing on the role of top managers. It is argued that top management’s emphasis on market orientation provides insight into how marginal conditions impact on the applicability of market orientation philosophy in sub‐Saharan African countries. The results suggest that although the level of top management’s emphasis on market orientation is only marginal in these countries, it is likely to increase with the perceived level of competition, the prevalence of a buyer’s market environment and the privatization of the firm. In addition, top managers’ emphasis on market orientation has the strongest influence on the development of market orientation after the presence of international firms and private firms. The results also suggest the importance of understanding the role of top managers in the development of market orientation in Nigeria, Kenya, and other sub‐Saharan African countries.
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Lloyd C. Harris and Phillipa Watkins
The aim of this paper is to redress a literature imbalance through identifying, describing and analysing the impediments to the development of market orientation in the context of…
Abstract
The aim of this paper is to redress a literature imbalance through identifying, describing and analysing the impediments to the development of market orientation in the context of small UK hotels. The paper begins with a clarification of the nature and domain of market orientation. Thereafter, extant research into the performance implications of market orientation is briefly discussed and existing research into market orientation obstacles critically summarised. The paper then introduces the findings of exploratory interviews which demonstrate that the barriers to developing market orientation for small hoteliers are vastly different from those which are conventionally forwarded. The paper culminates with a series of conclusions and implications for theorists and practitioners.
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The main objectives of the paper are: to analyse marketing orientation application specifics in mobile telecommunication enterprises; and to develop and test an instrument for…
Abstract
Purpose
The main objectives of the paper are: to analyse marketing orientation application specifics in mobile telecommunication enterprises; and to develop and test an instrument for measuring the level of marketing orientation in the enterprises of the mobile telecommunication industry.
Design/methodology/approach
The marketing orientation instrument was derived from systematic comparative analysis of the relevant marketing literature, supplemented by additional criteria relating to innovation and organizational learning. The empirical research method was expert assessment, conducted by means of online questionnaires. Correlation analysis and comparison with data from secondary sources were employed to test the validity of the procedure.
Findings
The empirical research findings confirmed positive relationships between marketing orientation, enterprise performance and learning orientation in the target industry, but not between marketing orientation and innovativeness.
Research limitations/implications
The paper reports a field study of marketing orientation in the mobile telecommunications industry in the 15 countries of the pre‐2004 European Union. After acceptance of the new members into the EU there is a need to investigate the marketing orientation of the mobile communication operators in the newly accepted EU countries.
Practical implications
The proposed marketing orientation instrument can be used to solve the issues of marketing orientation development. An enterprise is expected to achieve better performance results by improving operations related to each criterion of the measuring instrument, under conditions of constant monitoring and learning.
Originality/value
The proposed marketing orientation development instrument is supplemented with additional innovation and organizational learning criteria. The first empirical marketing orientation research was performed for mobile telecommunication enterprises in the EU and confirmed positive relations between the marketing orientation level and the performance results of the EU mobile telecommunication operators. This research presents the empirical evidence that marketing orientation positively correlates with the constant organization learning.
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The purpose of this paper is to examine how conceptualising market orientation within a capabilities framework may assist in developing further understanding of the construct.
Abstract
Purpose
The purpose of this paper is to examine how conceptualising market orientation within a capabilities framework may assist in developing further understanding of the construct.
Design/methodology/approach
Compelling issues in the market orientation literature relating to the nature of the market orientation construct, the relationship of the construct with performance, and identifying antecedents to market orientation are discussed. The capabilities perspective is explored in the context of these issues. In particular, a perspective of market orientation based on the market‐sensing capability is proposed, which may provide additional insights into the construct.
Research limitations/implications
The capabilities framework facilitates a more comprehensive approach to understanding the nature of market orientation, which captures the complex interaction of behavioural and cultural factors in the conceptualisation of the construct.
Originality/value
This paper addresses the need to examine how marketing capabilities may contribute to organisation performance.
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The 1990s have seen a flurry of academic and practitioner interest in market orientation as a business philosophy. However, despite theoretical advances in models of market…
Abstract
The 1990s have seen a flurry of academic and practitioner interest in market orientation as a business philosophy. However, despite theoretical advances in models of market orientation, the development of market orientation still remains a significant problem for executives. Critically reviews the Jaworski and Kohli model of market orientation. Reviews Jaworski and Kohli’s consequences and antecedents to market orientation, develops managerial implications and forwards a management agenda.
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The aim of this paper is to examine the extent to which market orientation impacts the business performance of an organization.
Abstract
Purpose
The aim of this paper is to examine the extent to which market orientation impacts the business performance of an organization.
Design/methodology/approach
While much empirical work has centered on market orientation, the generalizability of its impact on the performance of food and beverages organizations in the Nigerian context has been under‐researched. The commentary adopts a triangulation approach by examining the theoretical and researched issues on market orientation and their influence on the business performance of food and beverages organizations in Nigeria.
Findings
The commentary validates earlier instruments but does not find any strong association between market orientation and business performance in the Nigerian context using food and beverages organizations. The reasons underlying the weak relationship between the market orientation and business performance of food and beverages organizations include government policies, new product development, diversification, innovation and devaluation of the Nigerian currency.
Research limitations/implications
One important contribution of this paper is that market orientation leads to business performance through some moderating variables. The commentary recommends that the Nigerian Government should ensure a stable economy and implement economic policies that will enhance existing business development in the country. Also, organizations should have performance measurement systems to detect the impact of investment on market orientation with the aim of learning how the organizations work.
Originality/value
The paper significantly refines the body of knowledge concerning the impact of market orientation on the performance of organizations, and thereby offers a model of market orientation and business performance in the Nigerian context for marketing scholars and practitioners. This model will, no doubt, contribute to the body of existing literature on market orientation.
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Market orientation is one of the major research streams in strategic marketing developed during the past ten years. Since its inception in the early 1990s, the major thrust of…
Abstract
Market orientation is one of the major research streams in strategic marketing developed during the past ten years. Since its inception in the early 1990s, the major thrust of research in market orientation has been to study the relationship between market orientation and business performance. Although it is acknowledged that market orientation and performance are likely correlated, this paper directs attention to what may lie beneath the relationship. From both conceptual and empirical perspectives, it is argued that future research should focus on the mechanisms by which market orientation contributes to performance. To this end, we draw on the gap analysis literature and develop a framework to link market orientation and performance for service organizations. This simple framework will help shape future agendas for service research.
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The purpose of this study is to highlight key themes and issues within the strategic orientation research domain that are in need of research attention by international scholars.
Abstract
Purpose
The purpose of this study is to highlight key themes and issues within the strategic orientation research domain that are in need of research attention by international scholars.
Design/methodology/approach
The approach taken is an essay format.
Findings
The essay identifies six prime issues in need of attention by scholars interested in examining strategic orientations in the context of international business success. These are the need to: examine the relative merits of adopting strategic orientations in firms’ domestic and international business operations; more carefully match international performance metrics to the theory being developed; develop more theory‐rich conceptual models of the consequences of strategic orientations by considering non‐linear and complex moderated relationships; consider the dimensionality of strategic orientations more closely, potentially viewing the constructs in a variety of disaggregated ways, so as to develop models with greater conceptual precision and managerial relevance; go beyond current methodological boundaries to provide better/more robust tests of theories; and integrate theories regarding individual strategic orientations into meta‐theories that accommodate multiple strategic orientations.
Research limitations/implications
For each of the six prime research issues identified as being important within the international strategic orientations field, a variety of specific research avenues and research questions are raised and discussed.
Originality/value
The paper provides researchers with insights into potential avenues for conducting research into strategic orientations in the international marketing arena.
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