Market competition drives organizations to higher efficiency. This paper analyses the relationship between the prevailing organization's market orientation and marketing innovation activities. The sample of organizations consists of business enterprises from the manufacturing sector in the Czech economy. Data come from the Community Innovation Survey in 2014 and are analyzed using the innovation process econometric modeling. This innovation survey covers the period of a 3 year J-curve of real GDP growth. Czechia is one of the most open economies in the world and has one of the largest shares of exports and imports to GDP. This paper evaluates four types of marketing innovation activities (design, pricing, placing and promotion methods) at the enterprise level as a factor of marketing capability. The analyzed sample consists of observations about new-to-the-market innovators and enterprises that did not engage in new-to-the-market innovation activities in the last three years. The second group are considered to be lower-level innovators, i.e., adaptors to technological change. This paper explores the relationship between local, national, European and World market orientation in addition to an enterprise's marketing innovation activities. The results suggest that not all types of marketing innovations are dependent on market orientation, while some have indirect positive and negative effects. Feedback and the future effects of marketing innovation activities are present at the enterprise level. Results also suggest that the marketing innovations of innovators form the manufacturing sector while they are dependent upon the strategies of enterprises to enter new geographical markets and gain the motivation to unlock new (hidden) demand.

Purpose: The paper´s primary objective is to emphasize and remind mainly small and medium-sized enterprise owners and managers of the magnitude of bringing the frequently neglected management audit into practice as an essential aid to broad assessment of the management systems. Design/Methodology/Approach: In order to review a management system used within an enterprise or in business practice in the present conditions, one may come across a variety of procedures and/or steps that may be followed. However, the majority of them appear to be specifically oriented, and particular factors influencing both the efficiency and quality of that system are subsequently assessed rather individually than completely. Findings: Management audit, which may be regarded as a unique tool for comprehensive evaluations of the currently used enterprise management systems affects the factors for an effective managerial practice on a large-scale level. Practical Implications: To introduce practical applications of the authors´ formerly published principles of systemic approach to management audit implementation and their developed concepts of audited areas, including given sectors. Originality/Value: The main effort of company owners and/or managers should consist in increasing the internal stability of their businesses on the basis of efficient and high-quality management as means of contributing to long-term success in the market.

Abstract:The proper management of an enterprise involves a set of complex activities that, in the current rapidly changing world, require adoption of modern market requirements. This paper describes a study concerning management audits.The study aims to identify and evaluate the specific techniques that are useful for obtaining information for audits in evaluating management, and examines modifications and applications of the model by McKinsey, 'model 7S', with an 'IFE Matrix'. As practice shows, until now, the 'model 7S' approach is the most frequently used tool to assess the current state of management executives in business. The proposed models in the paper's conclusion can be used individually or by combining two separate models to create a 'two-staged adaptive model 7S'. JEL Classification Numbers: M42; DOI: http://dx.doi.org/10.12955/cbup.v5.914