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Market Orientation: The Const

Research Propositions, and ManaImplications

(Ajay ! ohli " #ernard $! $a%orski, &

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Introduction

The Marketing Concept

Is essentially a *usiness philosophy, an ideal or a policy

statement (#arksdale and +arden &'&- Mc.amara &'/

0a corporate state o1 mind that insists on the integratio

coordination o1 all the marketing 1unctions %hich, in turn,melded %ith all other corporate 1unctions, 1or the *asic puproducing ma2imum long3range corporate pro4ts5 6elton

Market Orientation is implementation o1 the marketin

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Method

In3depth inter8ie%s %ith 9/ managers in ;< cit& *usiness academicians)

Purposi8e sampling plan (as o*jecti8e is theory *

Marketing as %ell as non3marketing managers atdi>erent le8els

6irms 1rom consumer products, industrial producser8ices

?uestions asked regarding Market@ Marketingorientation:

hat does it mean

hat 1actors encourage or discourage Positi8e and ne ati8e conse uences

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Market Orientation: The Constru

Three core themes in tradition de4nition: Customer 1ocus

Coordinated marketing

Pro4ta*ility

Authors construct includes: Intelligence generation

Intelligence dissemination

Responsi8eness

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Market Orientation: The Constru

IntelligenceDeneration

Analysis o1e2ogenous 1actors

Related to 1utureneeds too

Related toconsumers as %ellas clients

6rom con1erencesand journals

.ot responsi*ility o1marketing alone

Intelligence+issemination

.ecessity o1communicatingintelligence

Pro8ides a *asis 1orconcerted action

6ormal and in1ormal%ays

EoriFontalcommunication

Respons

ithout rnothingaccomplis

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Research Propositions (antecedents, orientation,conseBuences, moderator)

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Interdepartmental dynamics3 propositio

P9: The greater the interdepartmental conict, the lomarket orientation o1 the organiFation!

P: The greater the interdepartmental connectednesgreater the market orientation o1 the organiFation!

PJ! The greater the concern 1or ideas o1 employees idepartments, the greater the market orientation o1 torganiFation!

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OrganiFational systems 3 propositions

P'a: The greater the departmentaliFation, (&) the lo%er the intelligencedissemination, and response design and (/) the greater the response im

P'*3 The greater the 1ormaliFation, (&) lo%er the intelligence generatiodissemination, and response design and (/) the greater the response im

P'c: The greater the centraliFation, (&) the lo%er the intelligence generdissemination, and response design and (/) the greater the response im

P&: The greater the reliance on market3*ased 1actors 1or e8aluating anmanagers, the greater the market orientation o1 the organiFation!

P&&: The greater the acceptance o1 political *eha8ior in an organiFationthe interdepartmental conict!

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Kinkages among the market orientation components 3 propositio

P&/a: The greater the percei8ed e2pertise o1 the source generaintelligence, the greater the responsi8eness to it *y the organiF

P&/*: The greater the percei8ed trust%orthiness o1 the source gmarket intelligence, the greater the responsi8eness to it *y the

P&/c: The smaller the challenge to the status Buo posed *y marintelligence, the greater (&) its dissemination and (/) the respon*y the organiFation!

P&/d: The greater the political accepta*ility o1 market intelligen(&) its dissemination and (/) the responsi8eness to it *y the org

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ConseBuences o1 a market orientation 3 pro

P&H: The greater the market orientation o1 an organi

higher its *usiness per1ormance!

P&: The greater the market orientation, the greaterespirit de corps, (/) jo* satis1action, and (H) organiFcommitment o1 employees!

P&7: The greater the market orientation, (&) the greacustomer satis1action and (/) the greater the repeat 1rom customers!

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Ln8ironmental moderators o1 the market orientation 3 propositio

P&9: The greater the market tur*ulence, the stronger the*et%een a market orientation and *usiness per1ormance

P&: The greater the technological tur*ulence, the %eakerelationship *et%een a market orientation and *usiness p

P&J: The greater the competition, the stronger the relatio*et%een a market orientation and *usiness per1ormance

P&': The %eaker the general economy, the stronger the *et%een a market orientation and *usiness per1ormance

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Conclusion

Managerial Implications

may or may not *e desira*lea%areness o1 the 1actors playing a role

Implementing Communication 1rom senior le8el- manconict and connectedness- changing re%ard systems

+ynamics o1 change managing po%er o1 *alance acrodepartments

?uality o1 market orientation managing 8ariations

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Thank ou