Marketing orientation and its determinants: an empirical analysis

Abstract

Recent studies around the Marketing Orientation concept, and especially in Europe, have mainly focused around two general topics: The understanding of Marketing Orientation and the investigation of the relationship between Marketing Orientation and company performance. However, while a strong association between Marketing Orientation development and company performance has been established, the understanding of the Marketing Orientation remains unclear since some studies have suggested a philosophical nature for Marketing Orientation and some other studies concluded that Marketing Orientation represents a behavioural notion. As a result of this antithesis, research has not proceeded in the investigation on the factors that determine the degree of Marketing Orientation development. The findings presented in this paper show that Marketing Orientation should be conceptualised synthetically since it represents the integration of a certain culture with specific behaviour. Furthermore, a step towards a closer examination of the major determinants of Marketing Orientation development is taken: Although exploratory in nature, the findings suggest that Marketing Orientation development is determined by company-specific, as well as by market-specific factors with the former having a facilitating effect and the latter a coercive effect.

Towards a further understanding of the development of market orientation in the firm: a conceptual framework based on the market-sensing capability

“…Deng and Dart, 1994), the potential role of information as an antecedent to market orientation has not been examined. Avlonitis and Gounaris (1999) do identify the importance of management information systems in the organisation, albeit as being a key success factor in the view of senior management.…”

“…They set out to probe the operational significance of what they considered to be three core themes or 'pillars' of the marketing concept: customer focus, co-ordinated marketing and profitability. While there has been significant analysis of the market orientation-performance relationship, there has been relatively little activity to identify the factors that cause market orientation (Avlonitis and Gounaris, 1999).…”

“…A number of studies have found a positive association between market orientation and performance, albeit using different performance measures (Narver and Slater, 1990;Kohli and Jaworski, 1991;Slater and Narver, 1995;Gray et al, 1999). However, the literature on the antecedents of market orientation has been neglected according to Avlonitis and Gounaris (1999), whose study of the antecedents of market orientation is one of the few following the original analysis by Jaworski and Kohli (1993). Thus, while the market orientation literature has contributed by operationalising the marketing concept, relatively little has been achieved that is usefully prescriptive to managers seeking to develop a marketing focus.…”

Pazar Yönlülük, Kalite Yönlülük ve İşletme Performans İlişkisi: İlaç Sektöründe Yapılan Bir Çalışma

“…İkinci olarak pazar yönlülük ve işletme yönlülük üzerine diğer ayırt edici çalışmalar yapılmış (Wong ve Sounders, 1993;1997;Kuada ve Buatsi, 2005). Üçün-cü olarak pazar yönlülükle ilişkili olan, işletme performansı (Narver ve Slater, 1990;Appiah-Adu, 1997;Han ve diğerleri, 1998), yenilik (Hurley ve Hult, 1998), ürün geliştirme (Khan, 2001), işletme yetenekleri (Olavarrieta ve Friedmann, 2008;Day, 1994), satış gücü (Farrell, 2005;Avlonitis ve Gounaris, 1999) alanlarda çalış-malar yapılmıştır. Dördüncü olarak pazar yönlülüğe ve performansa etki eden güçlü çevresel etkiler üze-re odaklanan çalışmalar yapılmış (Slater ve Narver, 1994a;Greenley, 1995).…”

Tracing customer orientation and marketing capabilities through retailers’ websites: A strategic approach to internet marketing

“…By adopting a customer-oriented strategy on their fi rm ' s website, retail managers will be able to develop interactive communications with their customers, gather valuable information about them, track their most profi table customers and products, disseminate all this knowledge throughout their fi rm, develop offerings with added customer value and build profi table customer relationships. 6,9,25,29,30,57 Managerially speaking, retailers need to realize that the online environment requires a customer-focused approach to become more effi cient and effective in meeting customer needs and remaining competitive. Because websites ' orientation affects customer behavior, 6 we advise retail managers to regularly measure customers ' perceptions about the degree of customer orientation as refl ected on their websites.…”