Corporate identity, customer orientation and performance of SMEs: Exploring the linkages

Maurya, Upendra Kumar; Mishra, Prahlad; Anand, Sury

doi:10.1016/j.iimb.2015.05.001

Cited by 37 publications

(41 citation statements)

References 83 publications

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“…Although customer orientation enables businesses to identify customer needs, developing long-term beneficial relationships with these customers rest upon the ability of the business to create network ties with its buyers. This is because creating ties with buyers will lead to better customer satisfaction, customer retention, and repeated purchase (Maurya et al, 2015). Identifying customer needs through customer orientation, and building lasting customer relationships via business network ties can enable businesses to tap into information and knowledge resources embedded in customer networks which can enable the business to be more innovative in its service offering (Wang and Chung, 2013).…”

Section: Business Network Tiesmentioning

confidence: 99%

Customer orientation and SME performance: the role of networking ties

Neneh

2018

AJEMS

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Purpose-The purpose of this paper is to examine the moderating effect of networking ties on the relationship between customer orientation and firm performance. Design/methodology/approach-This study adopted a survey approach to collect data from 251 respondents in the Mangaung Metropolitan Municipality in the Free State province, South Africa. Scales for data collection were operationalised from prior studies. A hierarchical regression analysis was used to examine the moderating effect of networking ties on the relationship between customer orientation and firm performance. Findings-The results showed that customer orientation had a significant positive association with firm performance, thus supporting the existing calls for examining the unique contributions of customer orientation to firm performance. Furthermore, this study hypothesised that business, political, and social network ties positively moderated this association. However, the results showed that only business and social network ties had a positive and significant moderating effect, with the influence of customer orientation on firm performance being more pronounced for firms with high as opposed to low business and social network ties. Nevertheless, all the three types of network ties showed a positive and significant direct relationship with firm performance, thus supporting the consolidated literature on the positive impact of network ties on firm performance. Practical implications-The practical implications are twofold. First, it encourages business owners to develop a customer-oriented approach as a key strategic objective in their pursuit for optimal business performance. Second, business owners and managers should increasingly exploit their business and social network ties to accumulate vital resources for effectively exploiting their customer-oriented capabilities as a means to improve their performance. Originality/value-Even though customer orientation is a valuable internal strategic capability, its benefit on firm performance might be limited in small and medium enterprises (SMEs) when the businesses are unable to respond quickly to customer needs. This is more common when the SME is faced with resource limitations required for exploiting the new market opportunities. However, this study showed that SMEs can mitigate this issue by depending on their business and social network ties for valuable resources to effectively exploit opportunities that emerge from identified customer needs.

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Section: Business Network Tiesmentioning

confidence: 99%

Customer orientation and SME performance: the role of networking ties

Neneh

2018

AJEMS

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“…For social media marketing adoption, the questions was adapted from Zolkepli and Kamarulzaman (2015). Meanwhile, in term of SME performance, the questionnaire was adapted from Maurya et al (2015)…”

Section: Methodsologymentioning

confidence: 99%

“…Performance measurement is described as "the process of quantifying action, where measurement is the process of quantification and action leads to performance" (Maurya et al, 2015). According to Daft et al (1988) organizational performance is the capability of the organization to fulfill its goal through efficient and effective utilization of resources.…”

Section: Sme Performancementioning

confidence: 99%

The Mediating Effect of Social Media Marketing Adoption between Competitive Intelligence and SME Performance

Samat

Yusoff

Ismail

2018

International Journal of Asian Social Science

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SMEs play an important role and have been major contributors to the socioeconomic development of Malaysia. However, due to increasing number of competition, many organisations, either in the public or private sector, are instigating their own competitive intelligence (CI) services to guide their decision makers. However, most companies still do not establish a formal department of CI even though it is apparent that CI is becoming increasingly vital to a company's survival in today's dynamic economies. In addition, in studies of internet adoption by Malaysian SMEs in a developing country, it is found that although access to social media has improved, engagement and use of the Internet is still at low levels in small companies. Thus, this study was conducted to identify the mediating effect of social media marketing adoption between competitive intelligence and SME performance. Theoretical framework of this study was derived from Technology Acceptance Model (TAM) that figure out whether the user were able to adopt the new technologies. The study was carried out in East Coast Region of Malaysia using 339 respondents and analysed using Smart PLS 3.0. Overall, the study provides supportive evidence that social media marketing adoption mediates the relationship between competitive intelligence and SME performance. Competitive intelligence also found to be significantly affect the SME performance.

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“…It is the customers' perceptions about the degree to which a firm and /or its employees obtain and use information from customers in order to provide goods and services that meet customer needs (Ziggers & Henseler, 2016; Raie, Khadivi & Khedaie, 2014). Researchers have observed that customer orientation can be developed at two levels -the firm itself and the employees (Maurya et al, 2015). At the firm level, Hanzaee and Mirvaisi (2011) suggest that management needs to collect information on each customer's demographics, psychographics, past transactions, media and distribution preferences".…”

Section: Customer Orientationmentioning

confidence: 99%

Building the Corporate Reputation of Non-Traditional Export Firms in Ghana: Conceptualizing the Customers’ Perspective

Amankwaa¹,

Govender²

2019

FMR

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In the export trade, it is prudent to understand the customer and the customers' perception of the quality of the corporate reputation of non-traditional export (NTE) firms will make the NTE firms competitive. Many countries have launched diversification programmes to promote the NTE commodities. In Ghana, there are over 383 different NTE products, while about 3 000 firms have registered with the Ghana Export Promotion Authority. In the past few years, however, some products from Ghana have faced a ban or threats of a ban from the European Union (the largest trading partner), as well as Ghana's Ministry of Food and Agriculture, for exporting less quality products. Hence, NTE firms in Ghana are facing a challenge of maintaining a good reputation, particularly, from the customers' perspective. In light of the above, this conceptual paper will draw from the extant literature on corporate reputation and propose a framework for building the corporate reputation for NTE firms in Ghana.

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Corporate identity, customer orientation and performance of SMEs: Exploring the linkages

Cited by 37 publications

References 83 publications

Customer orientation and SME performance: the role of networking ties

Customer orientation and SME performance: the role of networking ties

The Mediating Effect of Social Media Marketing Adoption between Competitive Intelligence and SME Performance

Building the Corporate Reputation of Non-Traditional Export Firms in Ghana: Conceptualizing the Customers’ Perspective

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