Investigating market orientation and positioning in star-rated hotels in Ghana

Abstract

Purpose Market orientation and positioning have been widely recognized as organizational metrics linked to hotel performance. The purpose of this study is to offer the link among market orientation, positioning and hotel performance in Ghana’s (luxury) hotel sector. It also reports on the joint influence of market orientation and positioning on hotel performance in the same sector. Design/methodology/approach Three hypotheses were investigated on the link between market orientation and hotel performance, positioning and hotel performance, and the joint effect of market orientation and positioning on hotel performance. A survey of star-rated (luxury) hotels in the capital city of Ghana was used. One hundred and five responses were used in the analysis. Descriptive statistics, exploratory factor analysis and hierarchical regression were used to test the three hypotheses. Findings All hypotheses were accepted. Market orientation and positioning jointly affect hotel performance, and the study provides hotel managers with suggestions on how to enhance their performance via market orientation and positioning. Research limitations/implications Market orientation, positioning, and performance measures focused on management perspectives without including perceptions of customers. Originality/value This study is one of the few attempts to systematically investigate the intertwined concepts of market orientation, positioning and performance in a developing economy hospitality context.

The relationship between market orientation, customer loyalty and business performance: A sample from the Western Europe hotel industry

“…Despite evidence of a positive relationship between market orientation and business performance, research in the service sector was scarce (Tajeddini, 2010) and mainly directed at the industrial and consumer goods sectors (Gray et al., 2002; Quintana-Déniz et al., 2007; Sin et al., 2005). Nevertheless, in recent years, mostly from the beginning of the century to date, several studies have been developed (Barbosa and Ayala, 2014; Bazazo et al., 2017; Hinson et al., 2017; Jogaratnam, 2017; Kasim et al., 2018; Polo-Peña et al., 2012, 2015; Vega-Vázquez et al., 2016; Wang et al., 2012). Yet, these were mainly based on regional or country context.…”

Price Strategy, Market Orientation, and Business Performance in the Hotel Industry

“…carried out (Bazazo, Alansari, Alquraan, Alzgaybh, & Masa'deh, 2017;Hinson, Abdul-Hamid, & Osabutey, 2017;Jogaratnam, 2017;Polo-Peña, Frías-Jamilena, & Rodrigues-Molina, 2012;Wang, Chen, & Chen, 2012) yet, there is a shortage of market orientation research on the hotel industry with a transnational scope.…”

Disintegrated Market Orientation and Firm Performance: Moderating Effect of Entrepreneurial Orientation

“…We adapted a widely used MKTOR scale developed by Narver and Slater (1990) to measure the MO construct. Prior studies have noted that the MKTOR scale is operationally and conceptually more appealing (Blankson, et al, 2013;Hinson, Abdul-Hamid, & Osabutey, 2017). The MKTOR scale has fifteen items in total, out of which4 items pertained to competitor orientation, 6 items to customer orientation and the remaining 5 items to competitor orientation.…”