Market orientation and firm size: an empirical examination in UK firms

Hong, Liu

doi:10.1108/03090569510075343

Cited by 148 publications

(99 citation statements)

References 20 publications

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“…Sm all firm s are however int risically different in m ake-up from t he larger count erpart s. These basic differences affect t he planning process, t he m an gem ent st ruct ure and t he way in which m arket ing is im plem ent ed ( Carson et al, 1995;Carson and Crom ie, 1989;Liu, 1995;St okes, 1995) . I n addit ion t o t he organisat ional st ruct ure, t he ent repreneurial personalit y hl s a direct effect on t he way in which m a agem ent is undert aken ( Chell, 1986) .…”

Section: An Ent Repreneurial Focus T O M Arket Ingmentioning

confidence: 99%

Entrepreneurial marketing – a historical perspective on development and practice

Collinson

Shaw²

2001

Management Decision

192

181

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This version is available at https://strathprints.strath.ac.uk/4514/ Strathprints is designed to allow users to access the research output of the University of Strathclyde. Unless otherwise explicitly stated on the manuscript, Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Please check the manuscript for details of any other licences that may have been applied. You may not engage in further distribution of the material for any profitmaking activities or any commercial gain. You may freely distribute both the url (https://strathprints.strath.ac.uk/) and the content of this paper for research or private study, educational, or not-for-profit purposes without prior permission or charge.Any correspondence concerning this service should be sent to the Strathprints administrator: strathprints@strath.ac.ukThe Strathprints institutional repository (https://strathprints.strath.ac.uk) is a digital archive of University of Strathclyde research outputs. It has been developed to disseminate open access research outputs, expose data about those outputs, and enable the management and persistent access to Strathclyde's intellectual output.

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Section: An Ent Repreneurial Focus T O M Arket Ingmentioning

confidence: 99%

Entrepreneurial marketing – a historical perspective on development and practice

Collinson

Shaw²

2001

Management Decision

192

181

View full text Add to dashboard Cite

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“…Liu (1995) asserts that core customer problems lie outside management purview until a shock event occurs to highlight the inadequacy of existing approaches and, as a consequence, management features expose the extent to which the organization is able to scan and interpret environmental signals. Lewis (1994), sees customer orientation as being central to the origin of an effective customer focused program.…”

Section: Customer Orientation and Firm Performancementioning

confidence: 99%

Customer Orientation and Firm Performance among Nigerian Small and Medium Scale Businesses

Asikhia¹

2010

IJMS

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The study examines the relationship between customer orientation and firm performance among the small and medium scale businesses in Nigeria. Besides, the study also investigates the moderating effect of marketing information system and managerial attitudes on the relationship between customer orientation and firm performance. Nigeria small and medium business represents the sample of the study. Data was collected using questionnaire survey approach. Two hundred and twenty two Nigerian businesses participated in this study. Results of this study indicated that there was a positive and significant relationship between customer orientation and firm performance in the context of Nigerian small and medium scale business. The result also revealed that marketing information system and managerial attitude moderated the relationship. The outcome of this study provides very important information from a developing country perspective on the need for small and medium scale businesses to adopt customer orientation as a survival and competitive strategy towards achieving customer advantage in a turbulent business environment.

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“…Other authors building on this work suggest, however, that these tangible reasons reflect fundamental differences in small firms' beliefs about themselves 99 and other cultural factors. 100 More recently, empirical work by Marginson 101 examining the interaction between management control systems and strategy making has demonstrated that lower-and middle-management control systems have an important influence on strategy making:…”

Section: Factors Affecting the Effectiveness Of Marketing Strategy Mamentioning

confidence: 93%

Success and failure in marketing strategy making: Results of an empirical study across medical markets

Smith¹

2003

J Med Market

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This is the second in a trilogy of papers reporting on a five-year research project into marketing strategy making in medical markets. Following on from the weak marketing strategy observed in the first paper, this work explains the origins of marketing strategy process failure in terms of incongruence with market and organisational culture conditions. It concludes that any generic approach to marketing strategy making fails most companies, and that an organisationally tailored process is required. INTRODUCTIONThis is the second paper of a trilogy 1 which seeks to contribute to the improvement of marketing strategy making in medical markets. For the purposes of this work, medical markets are defined as those markets in which the customer is a clinician or related professional or an associated organisation. It therefore includes pharmaceuticals, medical devices, diagnostics, medical equipment and other areas. This trilogy of papers arises from a five-year research project aimed specifically at this area and involving many leading companies in the sector. Although complementary and to some extent overlapping, the three papers attempt to answer three distinct questions, the relevance of which is emphasised by the maturation of the medical market:. How good is marketing strategy in medical markets? Paper one presented an assessment of marketing strategy quality in medical markets against a set of contextindependent quality criteria derived from the literature. Its conclusions were that marketing strategy in the sector was of variable quality and often very weak.. Why is marketing strategy in medical markets of variable quality? Paper two considers the underlying reasons for variability in the quality of marketing strategy in medical markets and develops and justifies a model to explain that variability.. How might marketing strategy in medical markets be improved? Paper three develops the empirical work into a management process by which to improve marketing strategy making in medical markets and to test the outputs of that process prior to incurring the costs and risks of implementation.Given the weaknesses of marketing strategy observed in medical markets, reported in the first paper, this work attempts to develop a model to explain the variability in quality of marketing strategy THE EFFECTIVENESS OF MARKETING STRATEGY MAKING PROCESSESA definition of marketing strategy 'Marketing strategy' has the dubious honour of being one of the most abused terms in the lexicon of practitioners. Most frequently, it is used to refer to the tactical disposition of promotional resources. This work, however, uses the term 'marketing strategy' in the sense agreed by Drucker 2 and Mintzberg. 3 Hence, marketing strategy is that sustained pattern of resource allocation decisions that pertain to customers and propositions. In this sense, marketing strategy is defined as having two necessary components: a definition of the target 'market', and a statement of the 'product' or 'value proposition' aimed at that target. This dual-...

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Market orientation and firm size: an empirical examination in UK firms

Cited by 148 publications

References 20 publications

Entrepreneurial marketing – a historical perspective on development and practice

Entrepreneurial marketing – a historical perspective on development and practice

Customer Orientation and Firm Performance among Nigerian Small and Medium Scale Businesses

Success and failure in marketing strategy making: Results of an empirical study across medical markets

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