Market orientation and performance: An empirical investigation in the retail industry in Greece

Panigyrakis, George G.; Theodoridis, Prokopis K.

doi:10.1016/j.jretconser.2006.05.003

Cited by 63 publications

(51 citation statements)

References 74 publications

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“…While the majority of the performance measurements identified focused on macro level-business performance (Cravens & Guilding, 2000;Ogbonna & Harris, 2002; Santos-Vijande, Sanzo-Perez, AlvarGonzalez, & Vazquez-Casielles, 2005;Martin-Consuegra & Esteban, 2007), a more micro performance perspective is dealt with in several studies, for example, new product performance (Hsieh, Tsai, & Wang, 2008), financial performance (Lonial, Tarim, Tatoglu, Zaim, & Zaim, 2008), retail performance (Panigyrakis & Theodoridis, 2007), and specific brand performance (O'Cass & Ngo, 2007). Based on the concept of Siguaw, Brown, and Widing (1994), Piercy, Cravens, and Lane (2009) strongly argue that a market-oriented company would influence salespeople's selling behaviors and their performance.…”

Section: Abstract Involving Mo and Performancementioning

confidence: 99%

“…Most of this stream of research has focused on the interaction between MO and business performance (e.g., Diamantopoulos & Hart, 1993;Day, 1994;Chang, Mehta, Chen, Polsa, & Mazur, 1999;Sin, Tse, Heung, & Yim, 2005;Panigyrakis & Theodoridis, 2007) and the moderating effects of the environment on that relationship (e.g., Kohli & Jaworski, 1990;Jaworski & Kohli, 1993;Han, Kim, & Srivastava, 1998;Baker & Sinkula, 1999;Demirbag, Koh, Tatoglu, & Zaim, 2006;Laforet, 2008). Kohli and Jaworski (1990), drew on earlier work and established what seems to be an agreed upon definition of MO.…”

Section: Introductionmentioning

confidence: 99%

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A survey of market orientation research (1995–2008)

Liao

Chang

et al. 2011

Industrial Marketing Management

165

146

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Section: Abstract Involving Mo and Performancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A survey of market orientation research (1995–2008)

Liao

Chang

et al. 2011

Industrial Marketing Management

165

146

View full text Add to dashboard Cite

“…Research into market orientation has been undertaken in a variety of organisational, market and geographic contexts (see Wrenn 1997;Lafferty and Hult 2001;Ellis 2006; The International Review of Retail, Distribution and Consumer Research 107 Panigyrakis and Theodoridis 2007). This includes the small business context (for example , Peterson 1989;Pelham and Wilson 1996;Horng and Chen 1998;Pelham 1999Pelham , 2000.…”

Section: Market Orientationmentioning

confidence: 99%

Market orientation and performance in small independent retailers in the UK

Megicks

Warnaby

2008

The International Review of Retail, Distribution and Consumer R

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Many commentators suggest that market and competitive dynamics threaten the very survival of small shops in the UK. In light of this, the research presented here reports the findings of a major study that investigates the relationship between market orientation and performance in small UK retailers through an empirical analysis of survey data. Findings indicate that market orientation and performance are positively related and, moreover that, the customer strategy focus of small retailers is the key determinant of success compared with other components of market orientation and environmental influences. The implications for practitioners and policy makers are considered, particularly the importance of market-oriented culture in formulating and implementing customer-led strategies which distinguish successful small retailers from those that struggle to survive.

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“…Their theoretical expectation is that by introducing the concept of a proactive MO, there will be a significant contribution to the explanatory power of a responsive MO. The presence of a strong MO facilitates improved business results, whether in the context of large firms (Slater and Narver, 1994;Jaworski and Kohli, 1993;Panigyrakis and Theodoridis, 2007;Menguc and Auh, 2006), or in small businesses (Pelham, 2000;Martin et al, 2009). As well, market-oriented enterprises assume that their customers' needs change, and that adapting to changing market forces can generate opportunities for growth and profits (Martin et al, 2009).…”

mentioning

confidence: 99%

Marketing planning and digital customer loyalty data in small business

Donnelly

Simmons²,

Armstrong

et al. 2012

Marketing Intelligence &Amp; Planning

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Purpose -Retailer loyalty card marketing intelligence presents actual customer purchasing preferences, competitor activities and performance. Typically, extant literature implies that larger firms with formal marketing planning approaches will be more able to leverage it, structured as it is within a formalized statistical format. Small business literature on the other hand emphasizes their more informal approach to marketing planning. The purpose of this paper is to consider, for the first time, the potential relationship between retailer loyalty card marketing intelligence and small business market orientation. Design/methodology/approach -A conceptual model is developed which diagrammatically interprets how retailer loyalty card marketing intelligence can relate to small business market orientation. Propositions provide a basis for further discussion with applied and research implications. Findings -A pertinent aspect of the conceptualization is the role of small business owner-manager insight and intuition within an experiential learning context. A complementary relationship is posited in the leveraging of retailer loyalty card marketing intelligence to enhance small business market orientation, which with higher levels of entrepreneurship orientation can lead to positive organizational outcomes, such as facilitating more successful and informed engagement with larger suppliers. Originality/value -The paper addresses the increasing pressure small businesses face in dealing with retailer loyalty card marketing intelligence. Generally, literature has yet to adequately address marketing planning implications for firms. The informal/formal tension when considering small businesses presents a particularly interesting area of conceptual development, integrating market orientation literature and also recent developments which point to interaction between market and entrepreneurship orientations. This paper therefore provides a basis for a new small business research agenda in an area which is highly topical and important, with a synthesis of the extant literature in developing a conceptualization and propositions. The conceptualization and propositions can facilitate the development of new research and thinking in this potentially fruitful area of future enquiry.

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Market orientation and performance: An empirical investigation in the retail industry in Greece

Cited by 63 publications

References 74 publications

A survey of market orientation research (1995–2008)

A survey of market orientation research (1995–2008)

Market orientation and performance in small independent retailers in the UK

Marketing planning and digital customer loyalty data in small business

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