FACTORS INFLUENCING ON MARKETING PERFORMANCE: THE MEDIATING ROLE OF BUSINESS ...indexPub
In a time when the world economy is undergoing unprecedented change and disruption, the role of market orientation, digital orientation or business agility becomes even more important and necessary, especially the relationship of these factors with the marketing performance of the business is a topic of great interest. This study aims to determine the impact of factors affecting marketing performance including market orientation, digital orientation. It also examines the mediating role of business agility in the relationship between market orientation, digital orientation and marketing performance.
EFFECTS OF SUPPLIER EFFECTIVENESS ON ORGANIZATION PERFORMANCE AT KENYA SEED C...paperpublications3
This document summarizes a research study on the effects of supplier effectiveness on organizational performance at Kenya Seed Company in Kitale, Kenya. The study aims to determine the impact of supplier agility, process visibility, supplier willingness, and supplier capabilities on an organization's operational, relational, and transformational performance. A sample of 190 employees from Kenya Seed Company participated in focus groups, interviews, and surveys. The findings showed that supplier effectiveness can significantly influence organizational performance both positively and negatively. Specifically, all four components of supplier effectiveness were found to impact the three dimensions of organizational performance. When supplier effectiveness is high, organizational performance is also high. Therefore, developing effective supplier relationships is concluded to be an important strategic tool for improving performance.
The influence of market orientation, learning orientation, and entrepreneuria...Iwan Kurniawan Subagja
Company performance is a success measurement which is conducted every determined time period. The Performance can be said
as the value of each activity that has been prepared and implemented to identify whether the strategy made in the implementation
has been right or false. This study proposed to examine the variables of market orientation, learning orientation and entrepreneurial
orientation to company performance through innovation. This study was conducted on Small-Medium Enterprises (UKM) Batik
industry of Cirebon with the number of respondents 182 Batik industry enterprises Cirebon. This research is explanatory with
simple random sampling technique and data analysis technique using Structural Equation Modeling (SEM) version 22. The result
of this research reveals four findings; first, market orientation, learning orientation and entrepreneurial orientation have positive
and significant impact on innovation; second, market orientation, learning orientation and entrepreneurial orientation have positive
and significant impact on firm performance; third, innovation has positive and significant impact on firm performance and market
orientation; fourth, learning orientation as well as Entrepreneurial orientation has a positive and significant impact on company
performance through innovation.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...IJRTEMJOURNAL
Recent era, the world have been witnessed the Information Technology development in various
industrial sectors. This has led to change in organization performance, where many researchers are motivated to
investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study
aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company.
Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved
result signify a significant influence of Marketing mix strategies on organization performance in Safeway
Company. In the light of the before mentioned findings, the study recommend to such glossary industry some
supportive operations to encourage creativity in various functional departments.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various industrial sectors. This has led to change in organization performance, where many researchers are motivated to investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company. Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved result signify a significant influence of Marketing mix strategies on organization performance in Safeway Company. In the light of the before mentioned findings, the study recommend to such glossary industry some supportive operations to encourage creativity in various functional departments.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various
industrial sectors. This has led to change in organization performance, where many researchers are motivated to
investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study
aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company.
Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved
result signify a significant influence of Marketing mix strategies on organization performance in Safeway
Company. In the light of the before mentioned findings, the study recommend to such glossary industry some
supportive operations to encourage creativity in various functional departments.
FACTORS INFLUENCING ON MARKETING PERFORMANCE: THE MEDIATING ROLE OF BUSINESS ...indexPub
In a time when the world economy is undergoing unprecedented change and disruption, the role of market orientation, digital orientation or business agility becomes even more important and necessary, especially the relationship of these factors with the marketing performance of the business is a topic of great interest. This study aims to determine the impact of factors affecting marketing performance including market orientation, digital orientation. It also examines the mediating role of business agility in the relationship between market orientation, digital orientation and marketing performance.
EFFECTS OF SUPPLIER EFFECTIVENESS ON ORGANIZATION PERFORMANCE AT KENYA SEED C...paperpublications3
This document summarizes a research study on the effects of supplier effectiveness on organizational performance at Kenya Seed Company in Kitale, Kenya. The study aims to determine the impact of supplier agility, process visibility, supplier willingness, and supplier capabilities on an organization's operational, relational, and transformational performance. A sample of 190 employees from Kenya Seed Company participated in focus groups, interviews, and surveys. The findings showed that supplier effectiveness can significantly influence organizational performance both positively and negatively. Specifically, all four components of supplier effectiveness were found to impact the three dimensions of organizational performance. When supplier effectiveness is high, organizational performance is also high. Therefore, developing effective supplier relationships is concluded to be an important strategic tool for improving performance.
The influence of market orientation, learning orientation, and entrepreneuria...Iwan Kurniawan Subagja
Company performance is a success measurement which is conducted every determined time period. The Performance can be said
as the value of each activity that has been prepared and implemented to identify whether the strategy made in the implementation
has been right or false. This study proposed to examine the variables of market orientation, learning orientation and entrepreneurial
orientation to company performance through innovation. This study was conducted on Small-Medium Enterprises (UKM) Batik
industry of Cirebon with the number of respondents 182 Batik industry enterprises Cirebon. This research is explanatory with
simple random sampling technique and data analysis technique using Structural Equation Modeling (SEM) version 22. The result
of this research reveals four findings; first, market orientation, learning orientation and entrepreneurial orientation have positive
and significant impact on innovation; second, market orientation, learning orientation and entrepreneurial orientation have positive
and significant impact on firm performance; third, innovation has positive and significant impact on firm performance and market
orientation; fourth, learning orientation as well as Entrepreneurial orientation has a positive and significant impact on company
performance through innovation.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...IJRTEMJOURNAL
Recent era, the world have been witnessed the Information Technology development in various
industrial sectors. This has led to change in organization performance, where many researchers are motivated to
investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study
aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company.
Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved
result signify a significant influence of Marketing mix strategies on organization performance in Safeway
Company. In the light of the before mentioned findings, the study recommend to such glossary industry some
supportive operations to encourage creativity in various functional departments.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various industrial sectors. This has led to change in organization performance, where many researchers are motivated to investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company. Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved result signify a significant influence of Marketing mix strategies on organization performance in Safeway Company. In the light of the before mentioned findings, the study recommend to such glossary industry some supportive operations to encourage creativity in various functional departments.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various
industrial sectors. This has led to change in organization performance, where many researchers are motivated to
investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study
aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company.
Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved
result signify a significant influence of Marketing mix strategies on organization performance in Safeway
Company. In the light of the before mentioned findings, the study recommend to such glossary industry some
supportive operations to encourage creativity in various functional departments.
This document discusses developing competitive marketing strategies and positioning by considering stakeholder perspectives. It defines stakeholders as any group or individual that can affect or is affected by a company's actions, including customers, employees, shareholders, suppliers, and society. The document outlines how understanding stakeholder interests and translating them into effective strategies is challenging for companies. It also discusses different stakeholder impacts, classifications, and how to manage relationships with stakeholders to help achieve marketing goals and competitive positioning.
This document discusses developing competitive marketing strategies and positioning by considering stakeholder perspectives. It defines stakeholders as any group or individual that can affect or is affected by a company's actions, including customers, employees, shareholders, suppliers, and society. The document outlines how understanding stakeholder interests and translating them into effective strategies is challenging for companies. It also discusses different stakeholder impacts, classifications, and how to manage relationships with stakeholders to help inform competitive strategies and positioning.
In March 2019, the Korea of Minister of Strategy and Finance announced a strategy to spread the
second venture boom in cooperation with relevant ministries. You can start high-tech innovation start-ups by
strengthening your business
The document discusses a Market Responsiveness Index (MRI) that assesses an organization's culture and capacity to be market-driven. The MRI is a 35-item survey that measures 7 factors related to customer insight, competitor analysis, collaboration, and strategic alignment. It has been tested on over 50 companies and proven to predict financial metrics like revenue, profits, and growth. The MRI provides benchmarking and recommendations to help organizations transform their culture and drive better business outcomes.
This document provides an overview of a strategic planning and policy analysis course. The 3 main points are:
1) The course aims to teach students how to analyze an organization's strengths, weaknesses, opportunities, and threats in order to formulate strategic plans and goals.
2) Students will learn how to think strategically about a company and its business position to gain a competitive advantage.
3) Strategic planning involves analyzing where a company currently stands, where it wants to be in the future, and how it will get there.
This document summarizes a research study that examined the influence of customer relationship management (CRM) on product quality, competitive advantage, and marketing performance of small food businesses in East Java, Indonesia. The study found that CRM positively influences product quality, competitive advantage, and marketing performance. Product quality and competitive advantage also positively influence marketing performance. However, product quality was not found to influence competitive advantage. The study concluded that small food businesses should focus on product quality that meets customer tastes in order to improve their competitive advantage and marketing performance.
8 Research on Enterprise Development Stage and Performance Evaluation Index.pdfijtsrd
Performance evaluation indicators are a means to measure the business results of enterprises. Through the comparative study of indicators, we can find the business gap, accurately find the defects of enterprise management, and gradually adjust and improve the enterprise strategy. Enterprises have different operating characteristics in different life cycles and face different competitive environments. Therefore, according to the sequence of different development stages of enterprises, this paper will think about how to choose performance evaluation indicators in different periods and under different strategic backgrounds. Gao Xinyi | Zhang Yulin "Research on Enterprise Development Stage and Performance Evaluation Index" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-1 , December 2021, URL: https://www.ijtsrd.com/papers/ijtsrd47721.pdf Paper URL: https://www.ijtsrd.com/management/accounting-and-finance/47721/research-on-enterprise-development-stage-and-performance-evaluation-index/gao-xinyi
Effects of balanced scorecard on performance of firms in the service sectorAlexander Decker
This study examined the effects of the Balanced Scorecard (BSC) on performance in firms in the service sector in Kakamega Municipality, Kenya. A survey of 200 service firms found that the BSC integrates both financial and non-financial performance measures across four perspectives: financial, customer, internal processes, and innovation and learning. The study revealed that non-financial criteria are as important as financial criteria in measurement systems and that integrating both measures leads to superior results. Common methods firms used to enhance employees' skills and performance included training, better rewards, team building, and employee participation in decision making.
This document discusses current approaches used by companies to measure marketing return on investment (ROI). It focuses on the practices of a large Indian telecom company.
The introduction provides background on the increasing importance of marketing accountability and measuring financial outcomes rather than just intangible outcomes like brand awareness.
The literature review discusses challenges marketers face in measuring ROI and how most lack standard methods. It outlines some common metrics used like revenue growth and definitions of ROI calculations.
The objectives are to assess the telecom company's marketing activities and promotional ROI measurement approaches, and evaluate the financial implications of the methods used.
Marketing for service quality in jordanian construction project organisationAlexander Decker
This document summarizes marketing concepts as applied to the construction industry in Jordan. It finds that most construction companies in Jordan do not have dedicated marketing departments or see marketing as a legitimate activity. Contracts are typically awarded based primarily on price. The document reviews key marketing concepts including the marketing mix, marketing orientation, segmentation, and positioning. It emphasizes the importance of understanding customer needs to improve quality and satisfaction.
Organizational customers’ retention strategies on customer satisfaction case ...Alexander Decker
This document summarizes a research study that examined customer retention strategies at Equity Bank's Thika branch in Kenya. The study found that service quality has a significant impact on customer retention, while demographic factors like age, gender, education, and marital status do not influence retention. Additionally, the bank's stability, reliability, and community involvement also influence customer retention. The document recommends that banks focus on service quality improvements like operating hours, speed of service, responsiveness, and staff communication to boost retention.
Before 1900, despite its weaknesses in effective management of worke.pdfarishaenterprises12
Before 1900, despite its weaknesses in effective management of workers, manufacturing
leadership was well provided by top management. They were technological entrepreneurs,
archictects of productive systems, veritable lions of industry. But when they delegated their
production responsibilities to a second-level department, the factory institution never recovered
its vitality. The lion was tamed. It\'s management systems became protective and generally were
neither enterpreneual nor strategic. Production managers since then have typically had little to do
with initiating substantially new process technology-in contrast to their predecessors before 1900
(skinner 1985).
D) how is Japan (or Germany) different from (or the same as) America with regards to this trend
in manufacturing leadership?
E) taking the structural charestaristics of manufacturing enterprises (e.g., scale, complexity, pace
of technological change) as given, what can be done to revitalize manufacturing leadership?
Solution
Strategic Windows: their nature.
The nature and purpose of strategy and how it is formulated. The nature of marketing strategy
and how this should take account of the interests of various stakeholders when involving such
things as, product/service development and delivery, promotional mix, support services,
manufacturing and production processes, R&D, and material purchasing affect the stakeholders.
Other factors in the business environment that influence marketing strategy: political, economic,
socio-cultural and technological (PEST).
Marketing and competitors: how a firm must be able to position itself competitively in the minds
of its customers so that its products and services stand out very favourably in important respects
in relationship to competitors.
Matching the firm’s products / services with opportunities and threats in the market place. The
limited periods during which the fit between the key requirements of a market and the particular
competencies of a firm competing in that market are at an optimum. Investment in a product line
or a market area should be timed to coincide with periods during which a strategic window is
open. Correspondingly, withdrawal should be considered where something which was a good fit,
is no longer a good fit. Ways in which a market can evolve and how firms might develop a
competitive strategy to take advantage of Strategic Windows.
Portfolio Analysis
How organisations create their own environments rather than simply adapt to existing ones. How
they select the strategic windows of opportunities and threats through which they want to look
out into the world and develop and market product and services to meet the needs of what they
observe to be required in the face of environmental turbulence.
How well the fit between an organization’s products/services meet the needs presented by the
windows of opportunities and threats is a fitting start for exploring the subject of strategic
marketing. It introduces the many factors t.
We started this Academic Writing Help in the year 2011.Writekraft Research & Publication: www.writekraft.com 1000s of students have graduated across the globe from our in-depth research.
We help students with the following services:
1. Thesis Writing (from 50 pages and above)
2. Dissertation writing
3. Research Writing for Publishing
4. Data Analysis
5. Research Proposal Writing
6. Study Plan
7. Plagiarism Report
Contact us at shivam.writekraft@gmail OR call us on +917753818181, +919838033084
The charges are fair and we allow negotiations as per the student’s budget. You can also inbox me for more direction.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
This document discusses methods for measuring corporate performance, including the balanced scorecard and stakeholder measures. It outlines the advantages and limitations of each. The balanced scorecard takes a holistic view across four perspectives: learning and growth, internal business processes, customers, and financials. It aims to align business activities with organizational strategy but can fail if not properly communicated. Stakeholder measures evaluate performance based on key stakeholder groups' priorities but balancing different stakeholders' interests can be challenging. The document provides an in-depth examination of these two approaches to corporate performance assessment.
White paper: Are uniforms an effective marekting toolCutton Garments
“Uniforms are a more effective marketing tool than internet, newspaper, TV, radio and billboard advertising.” Our hypothesis, that uniform programs are an effective marketing tool and a viable form of advertising has been shown to be true. Our analyses found that the industries represented in our study believe that uniform programs are an effective form of advertising. As suspected, there is a positive correlation in companies whose uniform wearers are regularly exposed to the public and the belief that uniform programs are an effective marketing tool. In fact, uniform programs were considered a more effective marketing tool in the majority of cases when compared with six of the most popular forms of advertising.
White paper: are uniforms an effective marekting tool Cutton Garments
Uniforms are a more effective marketing tool than internet, newspaper, TV, radio and billboard advertising.” Our hypothesis, that uniform programs are an effective marketing tool and a viable form of advertising has been shown to be true. Our analyses found that the industries represented in our study believe that uniform programs are an effective form of advertising. As suspected, there is a positive correlation in companies whose uniform wearers are regularly exposed to the public and the belief that uniform programs are an effective marketing tool. In fact, uniform programs were considered a more effective marketing tool in the majority of cases when compared with six of the most popular forms of advertising
The Influence Of Relationship Marketing On Switching Barrier, Customer Satisf...inventionjournals
This study was aimed at testing and analyzing influence of relationship marketing on switching barrier, customer satisfaction, customer trust, and customer retention. The study was conducted with respondents of 141 Emerald BNI BANK customers in Indonesia. Data were collected by using instruments of questionnaires. The test on the model was done using structural equation model analysis with GSCA approach. Switching barrier significantly influenced on customer satisfaction and customer trust. Furthermore, customer satisfaction and customer trust significanly influenced on customer retention. Partially, it was identified that variable of customer trust was the most dominant variable influencing on the customer retention.
The document discusses planning for material and resource requirements in operations management. It describes the relationships between forecasting, aggregate planning, master scheduling, MRP, and capacity planning. A case study is provided on how a toy company develops its aggregate production plan and master production schedule to meet demand forecasts while maintaining consistent production levels and workforce. The master schedule is adjusted as actual customer orders are received to ensure demand can be met from current inventory and production levels.
a 12 page paper on how individuals of color would be a more dominant.docxpriestmanmable
a 12 page paper on how individuals of color would be a more dominant number if they had more resources and discrimination of color was ceased. Must include those who discriminate against skin color and must include facts from sources that help individuals gain insight on the possibility of colored individuals thriving in society if same resourcesAnd equal opportunity was provided.
.
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This document discusses developing competitive marketing strategies and positioning by considering stakeholder perspectives. It defines stakeholders as any group or individual that can affect or is affected by a company's actions, including customers, employees, shareholders, suppliers, and society. The document outlines how understanding stakeholder interests and translating them into effective strategies is challenging for companies. It also discusses different stakeholder impacts, classifications, and how to manage relationships with stakeholders to help achieve marketing goals and competitive positioning.
This document discusses developing competitive marketing strategies and positioning by considering stakeholder perspectives. It defines stakeholders as any group or individual that can affect or is affected by a company's actions, including customers, employees, shareholders, suppliers, and society. The document outlines how understanding stakeholder interests and translating them into effective strategies is challenging for companies. It also discusses different stakeholder impacts, classifications, and how to manage relationships with stakeholders to help inform competitive strategies and positioning.
In March 2019, the Korea of Minister of Strategy and Finance announced a strategy to spread the
second venture boom in cooperation with relevant ministries. You can start high-tech innovation start-ups by
strengthening your business
The document discusses a Market Responsiveness Index (MRI) that assesses an organization's culture and capacity to be market-driven. The MRI is a 35-item survey that measures 7 factors related to customer insight, competitor analysis, collaboration, and strategic alignment. It has been tested on over 50 companies and proven to predict financial metrics like revenue, profits, and growth. The MRI provides benchmarking and recommendations to help organizations transform their culture and drive better business outcomes.
This document provides an overview of a strategic planning and policy analysis course. The 3 main points are:
1) The course aims to teach students how to analyze an organization's strengths, weaknesses, opportunities, and threats in order to formulate strategic plans and goals.
2) Students will learn how to think strategically about a company and its business position to gain a competitive advantage.
3) Strategic planning involves analyzing where a company currently stands, where it wants to be in the future, and how it will get there.
This document summarizes a research study that examined the influence of customer relationship management (CRM) on product quality, competitive advantage, and marketing performance of small food businesses in East Java, Indonesia. The study found that CRM positively influences product quality, competitive advantage, and marketing performance. Product quality and competitive advantage also positively influence marketing performance. However, product quality was not found to influence competitive advantage. The study concluded that small food businesses should focus on product quality that meets customer tastes in order to improve their competitive advantage and marketing performance.
8 Research on Enterprise Development Stage and Performance Evaluation Index.pdfijtsrd
Performance evaluation indicators are a means to measure the business results of enterprises. Through the comparative study of indicators, we can find the business gap, accurately find the defects of enterprise management, and gradually adjust and improve the enterprise strategy. Enterprises have different operating characteristics in different life cycles and face different competitive environments. Therefore, according to the sequence of different development stages of enterprises, this paper will think about how to choose performance evaluation indicators in different periods and under different strategic backgrounds. Gao Xinyi | Zhang Yulin "Research on Enterprise Development Stage and Performance Evaluation Index" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-1 , December 2021, URL: https://www.ijtsrd.com/papers/ijtsrd47721.pdf Paper URL: https://www.ijtsrd.com/management/accounting-and-finance/47721/research-on-enterprise-development-stage-and-performance-evaluation-index/gao-xinyi
Effects of balanced scorecard on performance of firms in the service sectorAlexander Decker
This study examined the effects of the Balanced Scorecard (BSC) on performance in firms in the service sector in Kakamega Municipality, Kenya. A survey of 200 service firms found that the BSC integrates both financial and non-financial performance measures across four perspectives: financial, customer, internal processes, and innovation and learning. The study revealed that non-financial criteria are as important as financial criteria in measurement systems and that integrating both measures leads to superior results. Common methods firms used to enhance employees' skills and performance included training, better rewards, team building, and employee participation in decision making.
This document discusses current approaches used by companies to measure marketing return on investment (ROI). It focuses on the practices of a large Indian telecom company.
The introduction provides background on the increasing importance of marketing accountability and measuring financial outcomes rather than just intangible outcomes like brand awareness.
The literature review discusses challenges marketers face in measuring ROI and how most lack standard methods. It outlines some common metrics used like revenue growth and definitions of ROI calculations.
The objectives are to assess the telecom company's marketing activities and promotional ROI measurement approaches, and evaluate the financial implications of the methods used.
Marketing for service quality in jordanian construction project organisationAlexander Decker
This document summarizes marketing concepts as applied to the construction industry in Jordan. It finds that most construction companies in Jordan do not have dedicated marketing departments or see marketing as a legitimate activity. Contracts are typically awarded based primarily on price. The document reviews key marketing concepts including the marketing mix, marketing orientation, segmentation, and positioning. It emphasizes the importance of understanding customer needs to improve quality and satisfaction.
Organizational customers’ retention strategies on customer satisfaction case ...Alexander Decker
This document summarizes a research study that examined customer retention strategies at Equity Bank's Thika branch in Kenya. The study found that service quality has a significant impact on customer retention, while demographic factors like age, gender, education, and marital status do not influence retention. Additionally, the bank's stability, reliability, and community involvement also influence customer retention. The document recommends that banks focus on service quality improvements like operating hours, speed of service, responsiveness, and staff communication to boost retention.
Before 1900, despite its weaknesses in effective management of worke.pdfarishaenterprises12
Before 1900, despite its weaknesses in effective management of workers, manufacturing
leadership was well provided by top management. They were technological entrepreneurs,
archictects of productive systems, veritable lions of industry. But when they delegated their
production responsibilities to a second-level department, the factory institution never recovered
its vitality. The lion was tamed. It\'s management systems became protective and generally were
neither enterpreneual nor strategic. Production managers since then have typically had little to do
with initiating substantially new process technology-in contrast to their predecessors before 1900
(skinner 1985).
D) how is Japan (or Germany) different from (or the same as) America with regards to this trend
in manufacturing leadership?
E) taking the structural charestaristics of manufacturing enterprises (e.g., scale, complexity, pace
of technological change) as given, what can be done to revitalize manufacturing leadership?
Solution
Strategic Windows: their nature.
The nature and purpose of strategy and how it is formulated. The nature of marketing strategy
and how this should take account of the interests of various stakeholders when involving such
things as, product/service development and delivery, promotional mix, support services,
manufacturing and production processes, R&D, and material purchasing affect the stakeholders.
Other factors in the business environment that influence marketing strategy: political, economic,
socio-cultural and technological (PEST).
Marketing and competitors: how a firm must be able to position itself competitively in the minds
of its customers so that its products and services stand out very favourably in important respects
in relationship to competitors.
Matching the firm’s products / services with opportunities and threats in the market place. The
limited periods during which the fit between the key requirements of a market and the particular
competencies of a firm competing in that market are at an optimum. Investment in a product line
or a market area should be timed to coincide with periods during which a strategic window is
open. Correspondingly, withdrawal should be considered where something which was a good fit,
is no longer a good fit. Ways in which a market can evolve and how firms might develop a
competitive strategy to take advantage of Strategic Windows.
Portfolio Analysis
How organisations create their own environments rather than simply adapt to existing ones. How
they select the strategic windows of opportunities and threats through which they want to look
out into the world and develop and market product and services to meet the needs of what they
observe to be required in the face of environmental turbulence.
How well the fit between an organization’s products/services meet the needs presented by the
windows of opportunities and threats is a fitting start for exploring the subject of strategic
marketing. It introduces the many factors t.
We started this Academic Writing Help in the year 2011.Writekraft Research & Publication: www.writekraft.com 1000s of students have graduated across the globe from our in-depth research.
We help students with the following services:
1. Thesis Writing (from 50 pages and above)
2. Dissertation writing
3. Research Writing for Publishing
4. Data Analysis
5. Research Proposal Writing
6. Study Plan
7. Plagiarism Report
Contact us at shivam.writekraft@gmail OR call us on +917753818181, +919838033084
The charges are fair and we allow negotiations as per the student’s budget. You can also inbox me for more direction.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
This document discusses methods for measuring corporate performance, including the balanced scorecard and stakeholder measures. It outlines the advantages and limitations of each. The balanced scorecard takes a holistic view across four perspectives: learning and growth, internal business processes, customers, and financials. It aims to align business activities with organizational strategy but can fail if not properly communicated. Stakeholder measures evaluate performance based on key stakeholder groups' priorities but balancing different stakeholders' interests can be challenging. The document provides an in-depth examination of these two approaches to corporate performance assessment.
White paper: Are uniforms an effective marekting toolCutton Garments
“Uniforms are a more effective marketing tool than internet, newspaper, TV, radio and billboard advertising.” Our hypothesis, that uniform programs are an effective marketing tool and a viable form of advertising has been shown to be true. Our analyses found that the industries represented in our study believe that uniform programs are an effective form of advertising. As suspected, there is a positive correlation in companies whose uniform wearers are regularly exposed to the public and the belief that uniform programs are an effective marketing tool. In fact, uniform programs were considered a more effective marketing tool in the majority of cases when compared with six of the most popular forms of advertising.
White paper: are uniforms an effective marekting tool Cutton Garments
Uniforms are a more effective marketing tool than internet, newspaper, TV, radio and billboard advertising.” Our hypothesis, that uniform programs are an effective marketing tool and a viable form of advertising has been shown to be true. Our analyses found that the industries represented in our study believe that uniform programs are an effective form of advertising. As suspected, there is a positive correlation in companies whose uniform wearers are regularly exposed to the public and the belief that uniform programs are an effective marketing tool. In fact, uniform programs were considered a more effective marketing tool in the majority of cases when compared with six of the most popular forms of advertising
The Influence Of Relationship Marketing On Switching Barrier, Customer Satisf...inventionjournals
This study was aimed at testing and analyzing influence of relationship marketing on switching barrier, customer satisfaction, customer trust, and customer retention. The study was conducted with respondents of 141 Emerald BNI BANK customers in Indonesia. Data were collected by using instruments of questionnaires. The test on the model was done using structural equation model analysis with GSCA approach. Switching barrier significantly influenced on customer satisfaction and customer trust. Furthermore, customer satisfaction and customer trust significanly influenced on customer retention. Partially, it was identified that variable of customer trust was the most dominant variable influencing on the customer retention.
Similar to 5262020 Innovation Process Design Scoring Guidehttpsc.docx (20)
The document discusses planning for material and resource requirements in operations management. It describes the relationships between forecasting, aggregate planning, master scheduling, MRP, and capacity planning. A case study is provided on how a toy company develops its aggregate production plan and master production schedule to meet demand forecasts while maintaining consistent production levels and workforce. The master schedule is adjusted as actual customer orders are received to ensure demand can be met from current inventory and production levels.
a 12 page paper on how individuals of color would be a more dominant.docxpriestmanmable
a 12 page paper on how individuals of color would be a more dominant number if they had more resources and discrimination of color was ceased. Must include those who discriminate against skin color and must include facts from sources that help individuals gain insight on the possibility of colored individuals thriving in society if same resourcesAnd equal opportunity was provided.
.
92 Academic Journal Article Critique Help with Journal Ar.docxpriestmanmable
92 Academic Journal Article Critique
Help with Journal Article Critique Assignment
Ensure the structure of the assignment will include the following:
Title Page
Introduction
Description of the Problem or Issue
Analysis
Discussion
Critique
Conclusion
References
.
A ) Society perspective90 year old female, Mrs. Ruth, from h.docxpriestmanmable
A ) Society perspective
90 year old female, Mrs. Ruth, from home with her daughter, is admitted to hospital after sustaining a hip fracture. She has a history of chronic obstructive pulmonary disease on home oxygen and moderate to severe aortic stenosis. (Obstruction of blood flow through part of the heart) She undergoes urgent hemiarthroplasty (hip surgery) with an uneventful operative course.
The patient and her family are of Jewish background. The patient’s daughter is her primary caregiver and has financial power-of-attorney, but it is not known whether she has formal power of attorney for personal care. Concerns have been raised to the ICU team about the possibility of elder abuse in the home by the patient’s daughter.
Unfortunately, on postoperative day 4, the patient develops delirium with respiratory failure secondary to hospital acquired pneumonia and pulmonary edema. (Fluid in the lungs) Her goals of care were not assessed pre-operatively. She is admitted to the ICU for non-invasive positive pressure ventilation for 48 hours, and then deteriorates and is intubated. After 48 hours of ventilation, it was determined that due to the severity of her underlying cardio-pulmonary status (COPD and aortic stenosis), ventilator weaning would be difficult and further ventilation would be futile.
The patient’s daughter is insistent on continuing all forms of life support, including mechanical ventilation and even extracorporeal membranous oxygenation (does the work of the lungs) if indicated. However, the Mrs Ruth’s delirium clears within the next 24 hours of intubation, and she is now competent, although still mechanically ventilated. She communicated to the ICU team that she preferred 1-way extubation (removal of the ventilator) and comfort care. This was communicated in writing to the ICU team, and was consistent over time with other care providers. The patient went as far to demand the extubation over the next hour, which was felt to be reasonable by the ICU team.
The patient’s daughter was informed of this decision, and stated that she could not come to the hospital for 2 hours, and in the meantime, that the patient must remain intubated.
At this point, the ICU team concurred with the patient’s wishes, and extubated her before her daughter was able to come to the hospital.
The daughter was angry at the team’s decision, and requested that the patient be re-intubated if she deteriorated. When the daughter arrived at the hospital, the patient and daughter were able to converse, and the patient then agreed to re-intubation if she deteriorated.
(1) What are the ethical issues emerging in this case? State why? (
KRISTINA)
(2) What decision model(s) would be ideal for application in this case? State your justification.
(Lacey Powell
)
(3) Who should make decisions in this situation? Should the ICU team have extubated the patient?
State if additional information was necessary for you to arrive at a better decision(s) in your case.
9 dissuasion question Bartol, C. R., & Bartol, A. M. (2017)..docxpriestmanmable
9 dissuasion question
Bartol, C. R., & Bartol, A. M. (2017). Criminal behavior: A psychological approach (11th ed.). Boston, MA: Pearson.
Chapter 12, “Sexual Assault” (pp. 348–375)
Chapter 13, “Sexual Abuse of Children and Youth” (pp. 376–402)
To prepare for this Discussion:
Review the Learning Resources.
Think about the following two statements:
Rape is seen as a pseudosexual act.
Rape is always and foremost an aggressive act.
Consider the two statements above regarding motivation of sexual assault. Is rape classified as a pseudosexual act to you, or is it more or less than that? Explain your stance. Do you see rape as an aggressive act by nature, or can it be considered otherwise in certain situations? Explain your reasoning for this.
Excellent - above expectations
Main Discussion Posting Content
Points Range:
21.6 (54%) - 24 (60%)
Discussion posting demonstrates an
excellent
understanding of
all
of the concepts and key points presented in the text/s and Learning Resources. Posting provides significant detail including multiple relevant examples, evidence from the readings and other scholarly sources, and discerning ideas.
Points Range:
19.2 (48%) - 21.57 (53.92%)
Discussion posting demonstrates a
good
understanding of
most
of the concepts and key points presented in the text/s and Learning Resources. Posting provides moderate detail (including at least one pertinent example), evidence from the readings and other scholarly sources, and discerning ideas.
Points Range:
16.8 (42%) - 19.17 (47.93%)
Discussion posting demonstrates a
fair
understanding of the concepts and key points as presented in the text/s and Learning Resources. Posting may be
lacking
or incorrect in some area, or in detail and specificity, and/or may not include sufficient pertinent examples or provide sufficient evidence from the readings.
Points Range:
0 (0%) - 16.77 (41.93%)
Discussion posting demonstrates
poor or no
understanding of the concepts and key points of the text/s and Learning Resources. Posting is incorrect and/or shallow and/or does not include any pertinent examples or provide sufficient evidence from the readings.
Reply Post & Peer Interaction
Points Range:
7.2 (18%) - 8 (20%)
Student interacts
frequently
with peers. The feedback postings and responses to questions are excellent and fully contribute to the quality of interaction by offering constructive critique, suggestions, in-depth questions, use of scholarly, empirical resources, and stimulating thoughts and/or probes.
Points Range:
6.4 (16%) - 7.16 (17.9%)
Student interacts
moderately
with peers. The feedback postings and responses to questions are good, but may not fully contribute to the quality of interaction by offering constructive critique, suggestions, in-depth questions, use of scholarly, empirical resources, and stimulating thoughts and/or probes.
Points Range:
5.6 (14%) - 6.36 (15.9%)
Student interacts
minimally
with peers .
9 AssignmentAssignment Typologies of Sexual AssaultsT.docxpriestmanmable
9 Assignment
Assignment: Typologies of Sexual Assaults
There are many different types of sexual assaults and many different types of offenders. Although they are different, they can be classified in order to create a common language between the criminal justice field and the mental health field. This in turn will enable more accurate research, predict future offenses, and assist in the prosecution and rehabilitation of the offenders.
In this Assignment, you compare different typologies of sexual offenders to determine the differences in motivation, expression of aggression, and underlining personality structure. You also determine the best way to interview each typology of sexual offenders.
To prepare for this Assignment:
Review the Learning Resources.
Select two typologies of sexual offenders listed in the resources.
By Day 7
In a 3- to 5- page paper:
Compare the two typologies of sexual offenders you selected by explaining the following:
The motivational differences between the two typologies
The expression of aggression in the two typologies
The differences in the underlining personality structure of the two typologies
Excellent - above expectations
Points Range:
47.25 (63%) - 52.5 (70%)
Paper demonstrates an
excellent
understanding of
all
of the concepts and key points presented in the text/s and Learning Resources. Paper provides significant detail including multiple relevant examples, evidence from the readings and other sources, and discerning ideas.
Points Range:
42 (56%) - 47.2 (62.93%)
Paper demonstrates a
good
understanding of
most
of the concepts and key points presented in the text/s and Learning Resources. Paper includes moderate detail, evidence from the readings, and discerning ideas.
Points Range:
36.75 (49%) - 41.95 (55.93%)
Paper demonstrates a
fair
understanding of the concepts and key points as presented in the text/s and Learning Resources. Paper may be
lacking
in detail and specificity and/or may not include sufficient pertinent examples or provide sufficient evidence from the readings.
Points Range:
0 (0%) - 36.7 (48.93%)
Paper demonstrates poor understanding of the concepts and key points of the text/s and Learning Resources. Paper is missing detail and specificity and/or does not include any pertinent examples or provide sufficient evidence from the readings.
Writing
Points Range:
20.25 (27%) - 22.5 (30%)
Paper is
well
organized, uses scholarly tone, follows APA style, uses original writing and proper paraphrasing, contains very few or no writing and/or spelling errors, and is
fully
consistent with graduate level writing style. Paper contains
multiple
, appropriate and exemplary sources expected/required for the assignment.
.
The document discusses a new guidance published by Public Health England to enhance the public health role of nurses and midwives. It aims to make every contact with patients by nurses and midwives count towards health promotion and disease prevention. The guidance prioritizes areas like reducing preventable deaths, tackling long-term conditions, and improving children's health. It also emphasizes place-based public health approaches. The document outlines specific actions nurses and midwives can take to contribute to public health at the individual, community and population levels, such as providing health advice to patients and engaging with communities.
9 Augustine Confessions (selections) Augustine of Hi.docxpriestmanmable
9 Augustine
Confessions
(selections)
Augustine of Hippo wrote his Confessions between 397 -400 CE. In it he gives an
autobiographical account of his whole life up through his conversion to Christianity.
In Book 2, excerpted here, he thinks over the passions and temptations of his youth,
especially during a period where he had to come home from where he was studying
and return to living with his parents. His mother Monica was already Christian and
his father was considering it. They want him to be academically successful and
become a great orator.
From Augustine, Confessions. Translated by Caroline J-B Hammond. Loeb Classical
Library Harvard University Press 2014
(Links to an external site.)
.
1. (1) I wish to put on record the disgusting deeds in which I engaged, and
the corrupting effect of sensual experience on my soul, not because I love
them, but so that I may love you, my God. I do this because of my love for
your love, to the end that—as I recall my wicked, wicked ways in the
bitterness of recollection—you may grow even sweeter to me. For you are
a sweetness which does not deceive, a sweetness which brings happiness
and peace, pulling me back together from the disintegration in which I was
being shattered and torn apart, when I turned away from you who are unity
https://www-loebclassics-com.offcampus.lib.washington.edu/view/augustine-confessions/2014/pb_LCL026.61.xml
https://www-loebclassics-com.offcampus.lib.washington.edu/view/augustine-confessions/2014/pb_LCL026.61.xml
https://www-loebclassics-com.offcampus.lib.washington.edu/view/augustine-confessions/2014/pb_LCL026.61.xml
https://www-loebclassics-com.offcampus.lib.washington.edu/view/augustine-confessions/2014/pb_LCL026.61.xml
https://www-loebclassics-com.offcampus.lib.washington.edu/view/augustine-confessions/2014/pb_LCL026.61.xml
and dispersed into the multiplicity that is oblivion. For there was a time
during my adolescence when I burned to have my fill of hell. I ran wild and
reckless in all manner of shady liaisons, and my outward appearance
deteriorated, and I degenerated before your eyes as I went on pleasing
myself and desiring to appear pleasing in human sight.
2. (2) What was it that used to delight me, if not loving and being loved? But
there was no boundary maintained between one mind and another, and
reaching only as far as the clear confines of friendship. Instead the slime
of fleshly desire and the spurts of adolescence belched out their fumes,
and these clouded and obscured my heart, so that it was impossible to
distinguish the purity of love from the darkness of lust. Both of them
together seethed in me, dragging my immaturity over the heights of bodily
desire, and plunging me down into a whirlpool of sin. Your anger grew
strong against me, but I was unaware of it. I had been deafened by the
loud grinding of the chain of my mortality, the punishment for the pride of
my soul, and I went even further away from yo.
8.3 Intercultural Communication
Learning Objectives
1. Define intercultural communication.
2. List and summarize the six dialectics of intercultural communication.
3. Discuss how intercultural communication affects interpersonal relationships.
It is through intercultural communication that we come to create, understand, and transform culture and identity. Intercultural communication is communication between people with differing cultural identities. One reason we should study intercultural communication is to foster greater self-awareness (Martin & Nakayama, 2010). Our thought process regarding culture is often “other focused,” meaning that the culture of the other person or group is what stands out in our perception. However, the old adage “know thyself” is appropriate, as we become more aware of our own culture by better understanding other cultures and perspectives. Intercultural communication can allow us to step outside of our comfortable, usual frame of reference and see our culture through a different lens. Additionally, as we become more self-aware, we may also become more ethical communicators as we challenge our ethnocentrism, or our tendency to view our own culture as superior to other cultures.
As was noted earlier, difference matters, and studying intercultural communication can help us better negotiate our changing world. Changing economies and technologies intersect with culture in meaningful ways (Martin & Nakayama). As was noted earlier, technology has created for some a global village where vast distances are now much shorter due to new technology that make travel and communication more accessible and convenient (McLuhan, 1967). However, as the following “Getting Plugged In” box indicates, there is also a digital divide, which refers to the unequal access to technology and related skills that exists in much of the world. People in most fields will be more successful if they are prepared to work in a globalized world. Obviously, the global market sets up the need to have intercultural competence for employees who travel between locations of a multinational corporation. Perhaps less obvious may be the need for teachers to work with students who do not speak English as their first language and for police officers, lawyers, managers, and medical personnel to be able to work with people who have various cultural identities.
“Getting Plugged In”
The Digital Divide
Many people who are now college age struggle to imagine a time without cell phones and the Internet. As “digital natives” it is probably also surprising to realize the number of people who do not have access to certain technologies. The digital divide was a term that initially referred to gaps in access to computers. The term expanded to include access to the Internet since it exploded onto the technology scene and is now connected to virtually all computing (van Deursen & van Dijk, 2010). Approximately two billion people around the world now access the Internet regularl.
8413 906 AMLife in a Toxic Country - NYTimes.comPage 1 .docxpriestmanmable
8/4/13 9:06 AMLife in a Toxic Country - NYTimes.com
Page 1 of 4http://www.nytimes.com/2013/08/04/sunday-review/life-in-a-toxic-country.html?ref=world&pagewanted=all&pagewanted=print
August 3, 2013
Life in a Toxic Country
By EDWARD WONG
BEIJING — I RECENTLY found myself hauling a bag filled with 12 boxes of milk powder and a
cardboard container with two sets of air filters through San Francisco International Airport. I was
heading to my home in Beijing at the end of a work trip, bringing back what have become two of
the most sought-after items among parents here, and which were desperately needed in my own
household.
China is the world’s second largest economy, but the enormous costs of its growth are becoming
apparent. Residents of its boom cities and a growing number of rural regions question the safety of
the air they breathe, the water they drink and the food they eat. It is as if they were living in the
Chinese equivalent of the Chernobyl or Fukushima nuclear disaster areas.
Before this assignment, I spent three and a half years reporting in Iraq, where foreign
correspondents talked endlessly of the variety of ways in which one could die — car bombs,
firefights, being abducted and then beheaded. I survived those threats, only now to find myself
wondering: Is China doing irreparable harm to me and my family?
The environmental hazards here are legion, and the consequences might not manifest themselves
for years or even decades. The risks are magnified for young children. Expatriate workers
confronted with the decision of whether to live in Beijing weigh these factors, perhaps more than at
any time in recent decades. But for now, a correspondent’s job in China is still rewarding, and so I
am toughing it out a while longer. So is my wife, Tini, who has worked for more than a dozen years
as a journalist in Asia and has studied Chinese. That means we are subjecting our 9-month-old
daughter to the same risks that are striking fear into residents of cities across northern China, and
grappling with the guilt of doing so.
Like them, we take precautions. Here in Beijing, high-tech air purifiers are as coveted as luxury
sedans. Soon after I was posted to Beijing, in 2008, I set up a couple of European-made air
purifiers used by previous correspondents. In early April, I took out one of the filters for the first
time to check it: the layer of dust was as thick as moss on a forest floor. It nauseated me. I ordered
two new sets of filters to be picked up in San Francisco; those products are much cheaper in the
United States. My colleague Amy told me that during the Lunar New Year in February, a family
http://topics.nytimes.com/top/reference/timestopics/people/w/edward_wong/index.html
http://topics.nytimes.com/top/news/international/countriesandterritories/china/index.html?inline=nyt-geo
8/4/13 9:06 AMLife in a Toxic Country - NYTimes.com
Page 2 of 4http://www.nytimes.com/2013/08/04/sunday-review/life-in-a-toxic-country..
8. A 2 x 2 Experimental Design - Quality and Economy (x1 and x2.docxpriestmanmable
8. A 2 x 2 Experimental Design: - Quality and Economy (x1 and x2 as independent variables)
Dr. Boonghee Yoo
[email protected]
RMI Distinguished Professor in Business and
Professor of Marketing & International Business
Make changes on the names, labels, and measure on the variable view.
Check the measure.
Have the same keys between “Name” and “Label.”
Run factor analysis for ys (dependent variables).
Select “Principal axis factoring” from “Extraction.”
The two-factor solution seems the best as (1) they are over one eigenvalue each and (2) the variance explained for is over 60%.
The new eigenvalues after the rotation.
The rotated factor matrix is clear.
But note that y3 and y1 are collapsed into one factor.
If not you should rerun factor analysis after removing the most problematic item one at a time.
Repeat this procedure until the rotated factor pattern has
(1) no cross-loading,
(2) no weak factor loading (< 0.5), and
(3) an adequate number of items (not more than 5 items per factor).
If a clear factor pattern is obtained, name the factors.
Attitude and purchase intention (y3 and y1)
Boycotting intention (y2)
Compute the reliability of the items of each factor
Make sure all responses were used.
Cronbach’s a (= Reliability a) must be greater than 0.70. Then, you can create the composite variable out of the member items.
Means and STDs must be similar among the items.
No a here should be greater than Cronbach’s a. If not, you should delete such item(s) to increase a.
Create the composite variable for each factor.
BI = mean (y2_1,y2_2,y2_3)
“PI” will be added to the data.
Go to the Variable View and change its “Name” and “Label.”
8. A 2 x 2 Experimental Design: - Quality and Economy (x1 and x2 as independent variables)
Dr. Boonghee Yoo
[email protected]
RMI Distinguished Professor in Business and
Professor of Marketing & International Business
BLOCK 1. Title and introductory paragraph.
Title and introductory paragraph
Plus, background questions
BLOCK 2 to 5. Show one of four treatments randomly.
x1(hi), x2 (hi)
x1 (hi), x2 (low)
x1 (low), x2 (hi)
x1 (low), x2 (low)
BLOCK 6. Questions.
Manipulation check questions (multi-item scales)
y1, y2, and y3 (multi-item scales)
Socio-demographic questions
Write “Thank you for participation.”
The questionnaire (6 blocks)
A 2x2 between-sample design: SQ (Service quality and ECON (Contribution to local economy)
Each of the four BLOCKs consist of:
The instruction: e.g., “Please read the following description of company ABC carefully.”
The scenario: An image file or written statement
(No questions inside the scenario blocks)
Qualtrics Survey Flow (6 blocks)
Manipulation check questions y1, y2, …, yn
Questions to verify that subjects were manipulated as intended. For example, if the stimulus is dollar-amount price, the manipulation check.
800 Words 42-year-old man presents to ED with 2-day history .docxpriestmanmable
800 Words
42-year-old man presents to ED with 2-day history of dysuria, low back pain, inability to fully empty his bladder, severe perineal pain along with fevers and chills. He says the pain is worse when he stands up and is somewhat relieved when he lies down. Vital signs T 104.0 F, pulse 138, respirations 24. PaO2 96% on room air. Digital rectal exam (DRE) reveals the prostate to be enlarged, extremely tender, swollen, and warm to touch.
In your Case Study Analysis related to the scenario provided, explain the following:
The factors that affect fertility (STDs).
Why inflammatory markers rise in STD/PID.
Why prostatitis and infection happen. Also explain the causes of systemic reaction.
Why a patient would need a splenectomy after a diagnosis of ITP.
Anemia and the different kinds of anemia (i.e., micro, and macrocytic).
.
8.1 What Is Corporate StrategyLO 8-1Define corporate strategy.docxpriestmanmable
8.1 What Is Corporate Strategy?
LO 8-1
Define corporate strategy and describe the three dimensions along which it is assessed.
Strategy formulation centers around the key questions of where and how to compete. Business strategy concerns the question of how to compete in a single product market. As discussed in Chapter 6, the two generic business strategies that firms can follow to pursue their quest for competitive advantage are to increase differentiation (while containing cost) or lower costs (while maintaining differentiation). If trade-offs can be reconciled, some firms might be able to pursue a blue ocean strategy by increasing differentiation and lowering costs. As firms grow, they are frequently expanding their business activities through seeking new markets both by offering new products and services and by competing in different geographies. Strategic leaders must formulate a corporate strategy to guide continued growth. To gain and sustain competitive advantage, therefore, any corporate strategy must align with and strengthen a firm’s business strategy, whether it is a differentiation, cost-leadership, or blue ocean strategy.
Corporate strategy comprises the decisions that leaders make and the goal-directed actions they take in the quest for competitive advantage in several industries and markets simultaneously.3 It provides answers to the key question of where to compete. Corporate strategy determines the boundaries of the firm along three dimensions: vertical integration along the industry value chain, diversification of products and services, and geographic scope (regional, national, or global markets). Strategic leaders must determine corporate strategy along the three dimensions:
1. Vertical integration: In what stages of the industry value chain should the company participate? The industry value chain describes the transformation of raw materials into finished goods and services along distinct vertical stages.
2. Diversification: What range of products and services should the company offer?
3. Geographic scope: Where should the company compete geographically in terms of regional, national, or international markets?
In most cases, underlying these three questions is an implicit desire for growth. The need for growth is sometimes taken so much for granted that not every manager understands all the reasons behind it. A clear understanding will help strategic leaders to pursue growth for the right reasons and make better decisions for the firm and its stakeholders.
WHY FIRMS NEED TO GROW
LO 8-2
Explain why firms need to grow, and evaluate different growth motives.
Several reasons explain why firms need to grow. These can be summarized as follows:
1. Increase profits.
2. Lower costs.
3. Increase market power.
4. Reduce risk.
5. Motivate management.
Let’s look at each reason in turn.
INCREASE PROFITS
Profitable growth allows businesses to provide a higher return for their shareholders, or owners, if privately held. For publicly trade.
8.0 RESEARCH METHODS These guidelines address postgr.docxpriestmanmable
8.0 RESEARCH METHODS
These guidelines address postgraduate students who have completed course
requirements and assumed to have sufficient background experience of high-level
engagement activities like recognizing, relating, applying, generating, reflecting and
theorizing issues. It is an ultimate period in our academic life when we feel confident
at embarking on independent research.
It cannot be overemphasized that we must enjoy the experience of research process
and not look at it as an academic chore.
To enable such a desired behaviour, these guidelines consider the research process
in terms of the skills and knowledge needed to develop independent and critical
styles of thinking in order to evaluate and use research as well as to conduct fresh
research.
The guidelines should be viewed as briefs which the Research Supervisors are expected
to exemplify based on their own experience as well as expertise.
8.1 Chapter 1 - Introduction
INTRODUCE the subject or problem to be studied. This might require the
identification of key managerial concerns, theories, laws and governmental rulings,
critical incidents or social changes, and current environmental issues, that make the
subject critical, relevant and worthy of managerial or research attention.
• To inform the Reader (stylistically - forthright, direct, and brief / concise),
• The first sentence should begin with `This Study was intended
to’….’ And immediately tell the Reader the nature of the study for the
reader's interest and desire to read on.
8.1.1 The Research Problem
What is the statement of the problem? The statement of the problem or problem
statement should follow logically from what has been set forth in the background of
the problem by defining the specific research need providing impetus for the
study, a need not met through previous research. Present a clear and precise
statement of the central question of research, formulated to address the need.
8.1.2 The Purpose of the Study
What is the purpose of the study? What are the RESEARCH QUESTION (S) of
the study? What are the specific objective (s) of the study? Define the specific
research objective (s) that would answer the research Question (s) of the study.
8.1.3 The Rationale of the Study:
1. Why in a general sense?
2. One or two brief references to previous research or theories critical in structuring
this study to support and understand the rationale.
3. The importance of the study for the reader to know, to fully appreciate the need
for the study - and its significance.
4. Own professional experience that stimulated the study or aroused interest in the
area of research.
5. The Need for the Study - will deal with valid questions or professional concerns
to provide data leading to an answer - reference to literature helpful and
appropriate.
8.1.4 The Significance of the Study:
1. Clearly .
95People of AppalachianHeritageChapter 5KATHLEEN.docxpriestmanmable
95
People of Appalachian
Heritage
Chapter 5
KATHLEEN W. HUTTLINGER and LARRY D. PURNELL
Overview, Inhabited Localities,
and Topography
OVERVIEW
Appalachia consists of that large geographic expanse in
the eastern United States that is associated with the
Appalachian mountain system, a 200,000-square-mile
region that extends from the northeastern United States
in southern New York to northern Mississippi. It includes
all of West Virginia and parts of Alabama, Georgia,
Kentucky, Maryland, Mississippi, New York, North
Carolina, Ohio, Pennsylvania, South Carolina, Tennessee,
and Virginia. This very rural area is characterized by a
rolling topography with very rugged ridges and hilltops,
some extending over 4000 feet high, with remote valleys
between them. The surrounding valleys are often 2000
feet or more in elevation and give one a sense of isolation,
peacefulness, and separateness from the lower and more
heavily traveled urban areas. This isolation and rough
topography have contributed to the development of
secluded communities in the hills and natural hollows or
narrow valleys where people, over time, have developed a
strong sense of independence and family cohesiveness.
These same isolated valleys and rugged mountains pre-
sent many transportation problems for those who do not
have access to cars or trucks. Very limited public trans-
portation is available only in the larger urbanized areas.
Even though the Appalachian region includes several
large cities, many people live in small settlements and in
inaccessible hollows or “hollers” (Huttlinger, Schaller-
Ayers, & Lawson, 2004a). The rugged location of many
communities in Appalachia results in a population that is
often isolated from the mainstream of health-care ser-
vices. In some areas of Appalachia, substandard secondary
and tertiary roads, as well as limited public bus, rail, and
airport facilities, prevent easy access to the area (Fig. 5–1).
Difficulty in accessing the area is partially responsible for
continued geographic and sociocultural isolation. The
rugged terrain can significantly delay ambulance response
time and is a deterrent to people who need health care
when their health condition is severe. This is one area in
which telehealth innovations can and often do provide
needed services.
Many of the approximately 24 million people who live
in Appalachia can trace their family roots back 150 or
more years, and it is common to find whole communities
comprising extended, related families. The cultural her-
itage of the region is rich and reflected in their distinctive
music, art, and literature. Even though family roots are
strong, many of the region’s younger residents have left
the area to pursue job opportunities in the larger urban
cities of the north. The remaining, older population
reflects a group that often has less than a high-school edu-
cation, is frequently unemployed, may be on welfare
and/or disability, and is regularly uninsured (20.4 per-
cent) (Virginia He.
8-10 slide Powerpoint The example company is Tesla.Instructions.docxpriestmanmable
8-10 slide Powerpoint The example company is Tesla.
Instructions
As the organization’s top leader, you are responsible for communicating the organization’s strategies in a way that makes the employees understand the role that they play in helping to achieve the organization’s strategies. Design a presentation that explains the following:
The company is Tesla
1. Your Organization's Mission and Vision
2. Your organization’s overall strategies and how they align with the Mission and Vision
3. At least five of your organization’ strategic SMART goals that align with the overall organizational strategy
4. At least three different departments’ specific roles in helping to achieve those strategic SMART goals
5. This can be a PowerPoint presentation with a voice-over or it can be a video presentation.
Length: 8 – 10 slides, not including title and reference slide.
Notes Length: 200-250 words for each slide.
References: Include a minimum of five scholarly resources.
I will do the voice over. I do not need a separate document of speaker notes as long as the PowerPoint has the requested 200-250 words for each slide
.
8Network Security April 2020FEATUREAre your IT staf.docxpriestmanmable
8
Network Security April 2020
FEATURE
Are your IT staff ready
for the pandemic-driven
insider threat? Phil Chapman
Obviously the threat to human life is
the top concern for everyone at this
moment. But businesses are also starting
to suffer as productivity slips globally
and the workforce itself is squeezed.
The UK Government’s March budget
did announce some measures, especially
for small and medium-size enterprises
(SMEs), that will make this period
slightly less painful for organisations.
However, as is apparent from the tank-
ing stock market (the FTSE 100 has
hit levels not seen since June 2012) the
economy and pretty much all businesses
in the country (unless you produce hand
sanitiser) are going to suffer. There is no
time like now for the UK to embrace
its mantra of ‘keep calm and carry on’
because that is what we must do if we’re
going to keep business flowing.
For the IT department at large there is
lots of urgent work to do to ensure that
the business is prepared to keep running
smoothly even if people are having to
work remotely. The task at hand for cyber
security professionals is arguably even
larger as Covid-19 is seeing cyber criminals
capitalising on the fact that the insider
threat is worse than ever, with more people
working remotely from personal devices
than many IT and cyber security teams
have likely ever prepared for.
This article will argue that the cyber
security workforce, which is already suf-
fering a digital skills crisis, may also be
lacking the adequate soft skills required
to effectively tackle the insider threat
that has been exacerbated by the pan-
demic. It will first examine the insider
threat, and why this has become so
much more insidious because of Covid-
19. It will then look into the essential
soft skills required to tackle this threat,
before examining how organisations can
effectively implement an apprentice-
ship strategy that generates professionals
with both hard and soft skills, includ-
ing advice from the CISO of globally
respected law firm Pinsent Masons, who
will provide insight into how he is mak-
ing his strategy work. It will conclude
that many of these issues could be solved
if the industry didn’t rely so heavily on
recruiting graduates and rather looked
towards hiring apprentices.
The insider threat
In the best of times, every cyber-pro-
fessional knows that the biggest threat
to an organisation’s IT infrastructure
is people, both malicious actors and
– much more often – employees and
partners making mistakes. The problem
is that people lack cyber knowledge and
so commit careless actions – for exam-
ple, forwarding sensitive information to
the wrong recipient over email or plug-
ging rogue USBs into their device (yes,
that still happens). Cyber criminals
capitalise on this ignorance by utilising
social engineering tactics ranging from
the painfully simple, like fake emails
from Amazon, to the very sophisticated,
such as.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
5262020 Innovation Process Design Scoring Guidehttpsc.docx
1. 5/26/2020 Innovation Process Design Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/
BMGT8136/190700/Scoring_Guides/u07a1_scoring_guide.html
1/1
Innovation Process Design Scoring Guide
Due Date: End of Unit 7
Percentage of Course Grade: 20%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT
DISTINGUISHED
Create a set of
intraorganizational
innovation
processes, a cluster
of innovation, and a
model that engages
the customer in
innovation.
33%
Does not create a set
of intraorganizational
innovation processes
or a model that
engages the
customer in
innovation.
2. Creates limited
elements of
intraorganizational
innovation processes,
clusters of innovation,
and a model that
engages the
customer in
innovation.
Creates a set of
intraorganizational
innovation
processes, a cluster
of innovation, and a
model that engages
the customer in
innovation.
Creates with exceptional
clarity intraorganizational
innovation processes, a
cluster of innovation, and
a model that engages the
customer in innovation.
Provides strong synthesis
of theories, comparing
and contrasting the
concepts.
Apply the concepts
of the
intraorganizational
innovation
processes, a cluster
of innovation, and a
3. model that engages
the customer in
innovation to a for-
profit publicly
traded organization.
33%
Does not apply the
concepts of the
intraorganizational
innovation
processes, a cluster
of innovation, or a
model that engages
the customer in
innovation to a for-
profit publicly traded
organization.
Partially applies the
concepts of the
intraorganizational
innovation processes,
a cluster of
innovation, and a
model that engages
the customer in
innovation to a for-
profit publicly traded
organization.
Applies the concepts
of the
intraorganizational
innovation
processes, a cluster
4. of innovation, and a
model that engages
the customer in
innovation to a for-
profit publicly traded
organization.
Applies the concepts of
the intraorganizational
innovation processes, a
cluster of innovation, and
a model that engages the
customer in innovation to
a for-profit publicly traded
organization.
Communicate in a
manner expected of
doctoral-level
composition,
including full APA
compliance and
demonstration of
critical thinking
skills.
34%
Fails to communicate
in a manner
expected of doctoral-
level composition;
assignment has gaps
in APA compliance
and in demonstration
of critical thinking
skills.
5. Communicates at a
basic level expected
of doctoral-level
composition,
including partial APA
compliance and
demonstration of
critical thinking skills.
Communicates in a
manner expected of
doctoral-level
composition,
including full APA
compliance and
demonstration of
critical thinking
skills.
Communicates
exceptionally well in a
manner expected of
doctoral-level
composition, including full
APA compliance and
demonstration of
exceptional critical
thinking skills.
16
Journal of Marketing
7. 2000s.
Keywords: market orientation, customer relationship
management, longitudinal, sustainable competitive
advantage, business performance
V. Kumar is Richard and Susan Lenny Distinguished Chair in
Marketing
and Executive Director of the Center for Excellence in Brand &
Customer
Management, J. Mack Robinson School of Business, Georgia
State Uni-
versity (e-mail: [email protected]). Eli Jones is Dean and E.J.
Ourso Distinguished Professor, E.J. Ourso College of Business,
Louisiana
State University (e-mail: [email protected]). Rajkumar
Venkatesan is Bank
of America Professor in Marketing, Darden Graduate School of
Business,
University of Virginia (e-mail: [email protected]). Robert
P. Leone is a professor and J. Vaughn and Evelyne H. Wilson
Chair of
Marketing, Neeley School of Business, Texas Christian
University (e-mail:
[email protected]). All authors contributed equally. The authors
thank Ed
Blair, Ruth Bolton, Steve Brown, Lawrence Chonko, Partha
Krishna-
murthy, Stanley Slater, Dave Stewart, and the three anonymous
JM
reviewers for their comments on previous versions of this
article. Roger
Kerin served as guest editor for this article.
As businesses become increasingly competitive, mar-
keters must identify routes for improved measurement of
8. [investments in marketing activities]. (Scase 2001, p. 1)
D
ynamism in business environments caused by eco-
nomic slowdown or growth, competitive intensity,
globalization, mergers and acquisitions, and rapid-
fire product and technological innovations challenges top
managers’ ability to sense and respond to market changes
accurately. The inability to sense and respond to market
changes quickly has led to the demise of many firms with
household names, including Kmart and Circuit City. There-
fore, it is critical that managers identify and understand
strategic orientations that enable a firm to sustain perfor-
mance, especially in the presence of rapid changes in mar-
ket conditions.
The marketing concept that has existed for many years
was one of the first strategic frameworks that provided
firms with a sustainable competitive advantage (SCA). Aca-
demics first began recognizing and operationalizing the
marketing concept as “market orientation” in the 1990s
(Kohli and Jaworski 1990). During the past 20 years, hun-
dreds of articles have been published on market orienta-
tion’s effect on business performance (Kirca, Jayachandran,
and Bearden 2005). However, few studies have investigated
the longer-term benefits of market orientation (for excep-
tions, see Gebhardt, Carpenter, and Sherry 2006; Noble,
Sinha, and Kumar 2002), and almost nothing has been pub-
lished on this relationship using longitudinal data. This is an
important gap because obtaining business sustainability
remains a key concern for senior managers. Thus, a replica-
tion and extension of prior work is needed, using a longer
horizon to validate the full extent of market orientation’s
time-varying effect on business performance. Therefore, in
9. this study, we use existing measures from the literature to
assess the performance of market orientation on long-term
business performance. Our two specific questions are as fol-
lows: (1) Does market orientation create a source of SCA,
or is it a requirement that companies face when competing
in today’s business environment? and (2) How much is
gained, and how long can firms expect the advantages from
developing a market orientation to hold?
Market Orientation and Long-Term
Performance
The literature suggests that market orientation’s primary
objective is to deliver superior customer value, which is
based on knowledge derived from customer and competitor
analyses and the process by which this knowledge is gained
and disseminated throughout the organization (e.g., Felton
1959; Narver and Slater 1990). A superior understanding of
customer needs, competitive actions (i.e., industry structure
and positional advantages), and market trends enables a
market-oriented firm to identify and develop capabilities
that are necessary for long-term performance (Day 1994).
Investments in capabilities, such as active information
acquisition through multiple channels (e.g., sales force,
channel partners, suppliers), incorporation of the customer’s
voice into every aspect of the firm’s activities, and rapid
sharing and dissemination of knowledge of the firm’s cus-
tomers and competition, take time to provide returns. For
example, investments in improving customer satisfaction
affect firm performance through improved customer reten-
tion and profitability. However, these benefits from improv-
ing customer satisfaction are more likely to be observed in
the long run than in the short run.
10. Market orientation is a capability and the principal cul-
tural foundation of learning organizations (Deshpandé and
Farley 1998; Slater and Narver 1995). Through constant
acquisition of information regarding customers and compe-
tition and the sharing of this information within an organi-
zation, market-oriented firms are well positioned to develop
an organizational memory, a key ingredient for developing a
learning organization. Furthermore, a market orientation
encourages a culture of experimentation and a focus on con-
tinuously improving the firm’s process and systems. This
implies that developing and improving on a firm’s market
orientation may make a firm’s capabilities become more
distinctive (relative to the competition) over the long run,
resulting in SCA.
There are also reasons to believe that market orientation
may not provide an SCA. First, a market orientation may
lead a firm to narrowly focus its efforts on current cus-
tomers and their stated needs (i.e., adaptive learning versus
generative learning; Hamel and Prahlad 1994; Slater and
Narver 1995). Such a narrow focus could lead to market-
oriented firms not anticipating threats from nontraditional
sources, thus restricting a market orientation’s capability to
provide an SCA. Second, and most important, a market ori-
entation can provide long-term performance benefits if it is
not imitable by the competition. Capabilities and processes
are not imitable if they provide firms with tacit knowledge
that enables them to understand customers’ latent needs
(Day 1994). However, such a tacit knowledge base is devel-
oped only if firms adopt a broader and more proactive
approach to market orientation (Slater and Narver 1998).
Finally, it is widely accepted that a firm’s only sustainable
advantage is its ability to learn and anticipate market trends
faster than the competition (De Geus 1988).
Again, the majority of the published empirical support for
11. the benefits of market orientation is based on cross-sectional
databases. Therefore, our knowledge is limited to market
Market Orientation and Sustainable Competitive Advantage / 17
orientation’s influences on static measures of performance.
Cross-sectional databases cannot control for potentially
unobservable, firm-specific effects and cannot uncover the
time-varying effects of market orientation. For example,
Gauzente (2001) suggests that there are three aspects of
time that affect market orientation and its impact on perfor-
mance: (1) lagged, (2) threshold, and (3) cumulative effects.
Therefore, empirical studies examining market orientation’s
influence on business performance over time would provide
a more complete view of the benefits associated with devel-
oping and improving a market orientation. The few longitu-
dinal studies that exist show no long-term relationship
between market orientation and return on investment, which
indicates that a market orientation may be too costly and
that the returns are not large enough to justify the cost of
implementation (Narver, Jacobson, and Slater 1999).
In summary, the ability of market orientation to provide
an SCA is still unresolved, because the evolutionary nature
of a market orientation–performance relationship has not
been satisfactorily addressed. In this study, we treat a mar-
ket orientation–performance relationship more realistically
and more fully as an unfolding process rather than a dis-
crete event. Our longitudinal study design enables us to pro-
vide further insights into the dynamic nature of market ori-
entation’s effect on business performance.
Effect of Competition
Prior theoretical and empirical research has investigated the
effect of market orientation of a firm independent of the ori-
entation of the competitors in the industry. Thus, a funda-
12. mental question regarding market orientation still remains
unanswered: Does a market orientation still provide a
competitive advantage if the firm’s competitors are also
market oriented? In other words, as more firms in an indus-
try become market oriented, does a firm’s market orienta-
tion transform from being a success provider to being a fail-
ure preventer? That is, do moderate or high levels of effort
to maintain a market orientation only prevent failure and
not necessarily improve performance (Varadarajan 1985)?
Related to this, firms investing in developing a market
orientation want to know the advantages obtained from
being the first to adopt a market orientation in an industry.
Early adopters of market orientation can obtain insights into
customer needs before the competition. Responding to
these customer insights through the development of product
or service innovations can provide firms with improved
business performance. However, rarely is a product or ser-
vice safe from imitation by competition. Furthermore, com-
petitors can develop their own system and culture of being
market oriented and can potentially change the market struc-
ture as well. For example, pharmaceutical companies derive
competitive advantages while their products are under
exclusive patents, which provides them lead time in devel-
oping SCA while they recoup research-and-development
costs. However, competitors often develop and patent
“similar” formularies, which could lead to industry equilib-
rium. An example in the technology industry is the compe-
tition between IBM and Hewlett-Packard. Although IBM
pioneered the concept of a single firm providing hardware,
software, and services, which provided lead time in devel-
oping an SCA, Hewlett-Packard matched this concept even-
tually and surpassed IBM in becoming the largest informa-
13. tion technology firm in the world.
Using a unique panel data set obtained from (1)
repeated surveys of top managers regarding their market
orientation and (2) objective measures of business perfor-
mance, we provide empirical evidence for first-adopter
advantages with regard to developing a market orientation.
Our study offers new insights at a critical time in business
history by more fully explicating market orientation’s influ-
ence on business performance. We examine the business
performance–market orientation relationship and investi-
gate whether it has changed over the 1997–2005 period.
This gives us a view of the short-term and long-term effects
of having a market orientation. It also enables us to deter-
mine whether these effects have changed over the nine
years under study. In this study, we refer to the effect of
market orientation in a particular year on business perfor-
mance in that year (i.e., the current or contemporaneous
effect) as the short-term effect of market orientation. The
long-term effect refers to the cumulated effect of market
orientation from the prior years on business performance in
a particular year and includes the current period’s effect of
market orientation.
To be consistent with prior studies and avoid model
misspecification, we also include environmental variables
(turbulence and competitive intensity) as moderators of the
relationship between market orientation and business per-
formance, and we examine these effects over a longer
period than prior studies. Including the environmental mod-
erators enables us to evaluate whether market orientation is
a source of SCA when rapid changes occur in market con-
ditions. As Figure 1 illustrates, use of these panel data per-
18 / Journal of Marketing, January 2011
14. taining to market orientation, environmental moderators,
and business performance enables us to assess the evolving
nature of market orientation on business performance. Fig-
ure 1 depicts the relationships that we test in this study.
Our analyses indicate that market orientation had a posi-
tive effect on business performance in both the short and the
long run. However, the sustained advantage in business per-
formance from having a market orientation was greater for
the first (early) adopters in an industry. The firms that were
early to develop a market orientation gained more in sales
and profit than firms that were late to develop a market ori-
entation. Furthermore, firms that adopted a market orienta-
tion early also realized the benefit of a bonus in the form of
a lift in sales and profit due to a carryover effect that lasted
up to three periods. By computing measures of elasticity, it
is possible to assess whether market orientation has a more
pronounced effect on a firm’s profit than sales. Because
market orientation focuses a firm’s efforts on customer
retention rather than on acquisition, market orientation
should give a greater lift to profit than to sales. Environ-
mental turbulence and competitive intensity moderated the
main effect of market orientation on business performance,
but the moderating effect was greater in the 1990s than in
the 2000s.
Devoting resources to market orientation can be a costly
and slow process. Thus, in addition to testing theory, the
research findings are useful to managers who are reevaluat-
ing their decision to continue investing in building market-
oriented organizations. A long-term view reinforces the
impact of implementing and maintaining a market orienta-
tion on sustained improvements in business performance.
Our study contributes to the literature by evaluating, for the
first time, (1) the long-term effects of market orientation on
sales and profit, (2) the effect of competition over time on
15. FIGURE 1
Market Orientation on Business Performance over Time: Main
and Contingent Effects
Market
Orientation
Early
Adopter
Market
Orientation
Midterm
Adopter
Market
Orientation
Late
Adopter
Industry-
and Firm-
Specific
Factors
Environmental Factors (over Time)
Business Performance
(over Time)
Market and
technological
16. turbulence
Competitive
intensity
Sales
Profitability
the relationship between market orientation and a firm’s
business performance, and (3) the time-varying effects of
the previously studied moderators on a market orientation–
business performance relationship. In the sections that fol-
low, we review the existing literature, propose and test
hypotheses arising from our review, discuss the empirical
findings, and state several managerial implications.
Conceptual Background and
Hypotheses
Market Orientation as a Potential Source of SCA
Market orientation is the generation and dissemination of
organizationwide information and the appropriate responses
related to customer needs and preferences and the competi-
tion (Kohli and Jaworski 1990). A market orientation posi-
tions an organization for better performance because top
management and other employees have both information on
customers’ implicit and expressed needs and competitors’
strengths and a strong motivation to achieve superior cus-
tomer satisfaction (e.g., Pelham 1997). These capabilities
can be transformed into an SCA when a firm uniquely has
the information and uses the market information efficiently
and effectively as part of a process. During the past few
17. years, organizations have embraced a market orientation
concept and its purported benefits, which has created an
intensely competitive landscape. What happens, then, when
the competition is also market oriented? It is important to
note that though several valid operationalizations of market
orientation exist (for details, see Deshpandé, Farley, and
Webster 1998), we follow the capabilities-based definition
that Jaworski and Kohli (1993) propose.
Empirical Evidence of a Market Orientation–
Business Performance Link
Main effects. Prior research has illustrated that a high
degree of market orientation in an organization leads to
short-term improvements in sales and profitability growth,
market share, new product success, customer satisfaction,
and return on assets, compared with other organizations that
are not as highly market oriented (Deshpandé, Farley, and
Webster 1993; Jaworski and Kohli 1993; Slater and Narver
1994). At the same time, market orientation is not associ-
ated with superior performance after a crisis (Grewal and
Tansuhaj 2001), in the theater industry (Voss and Voss
2000), and in the retail industry (Noble, Sinha, and Kumar
2002).
The vast literature regarding the positional advantages
of first (early) adopters and the capabilities of later entrants
is relevant to our study. Organizational innovations such as
market orientation provide more durable cost and differenti-
ation advantages than product or process innovations
(Lieberman and Montgomery 1988). Firms that are first to
adopt a market orientation tend to be more capable of iden-
tifying customer needs that are unmet in their industry and
respond by developing new products or services. They may
also enjoy greater elasticity from their marketing efforts
because there is less clutter for the new products or ser-
18. vices, providing a cost advantage for the pioneering market-
Market Orientation and Sustainable Competitive Advantage / 19
oriented firm. Over time, the acquired customers develop
switching costs, which lead to higher customer retention and
a differential advantage for the pioneering market-oriented
firm (Kerin, Varadarajan, and Peterson 1992).
However, a market orientation may also provide a
competitive advantage only as long as this capability is dis-
tinct in the market. The pioneering market-oriented firm’s
competitive advantage is ultimately contingent on its other
skills and resources (e.g., distribution capability, research-
and-development expertise), the competitors’ strategy, and
changes in the environment (Lieberman and Montgomery
1990). Firms that are later adopters of market orientation can
also learn from the pioneer’s mistakes and therefore be more
effective and efficient in (1) developing market-oriented
capabilities in their organizations and (2) responding to cus-
tomer needs.
Market orientation is an ongoing effort, and firms can
increase their level of market orientation in response to
competition or later adopters of market orientation. How-
ever, there is little guidance in the literature on whether
threshold effects to being market oriented exist. One view
on market orientation is that firms may narrowly define
existing customers as their served market, and in this case, a
market orientation may be detrimental to the firm. It is also
possible that, over time, as other firms adopt a market ori-
entation, market orientation transforms from being a suc-
cess provider to being a failure preventer (Varadarajan
1985). In other words, there may be thresholds beyond
which further focus on and improvements to market orien-
tation do not provide corresponding returns in profit and
19. sales. This diminishing effect may also arise when cus-
tomers begin to expect a certain level of product value and
service quality from market-oriented firms. This could lead
to a reduced marginal effect of market orientation on busi-
ness performance in the long run. Therefore, balancing the
positional advantages of the first (early) adopters of market
orientation and the capabilities and efficiencies that are pos-
sible for later adopters, we propose the following:
H1: The relationship between (a) market orientation and sales
and (b) market orientation and profit is initially positive,
but this effect decreases over time.
Day and Wensley (1988) purport that investigating the
moderating influence of the industry environment on a mar-
ket orientation–performance relationship is of paramount
importance, and thus marketing researchers have pursued
external environmental factors and acknowledged that they
can moderate market orientation’s effect on business perfor-
mance (Gatignon and Xuereb 1997; Greenley 1995; Grewal
and Tansuhaj 2001; Han, Kim, and Srivastava 1998;
Jaworski and Kohli 1993; Slater and Narver 1994; Voss and
Voss 2000). Similar to the main effects, previous research
has investigated only the short-term moderating effects of
environmental factors on a market orientation–business per-
formance relationship. We extend prior literature by provid-
ing theoretical arguments for the effects of environmental
conditions on a market orientation–performance relationship
over time. The moderators in our study follow the defini-
tions that Jaworski and Kohli (1993) posit.
Market orientation and market turbulence. Garnering
knowledge from retained customers about their preferences
(and needs) and maintaining a learning orientation are charac-
20. teristics of market-oriented organizations. When marketers
understand how much a given customer might be worth to
the organization over time, they can tailor the product/service
offering according to that customer’s changing needs and
requirements and still ensure an adequate lifetime return on
investment (Berger et al. 2002). Therefore, market-oriented
organizations are capable of better customer retention
(Narver, Jacobson, and Slater 1999). These resources lead
to better performance in the long run, especially in highly
turbulent markets in which customer preferences are con-
stantly changing.
Similar to the rationale for the main effects, we propose
that as more firms become market oriented, the capability
of a particular market-oriented organization is no longer
unique, because customers begin to expect a certain quality
of products and services from market-oriented firms. Fur-
thermore, the benefit market-oriented firms obtain in turbu-
lent markets is diminished when competitors are also mar-
ket oriented. Together, these effects lead to a diminishing
effect of market orientation on business performance over
time. As more firms in an industry become market oriented,
each of them is capable of delivering value and retaining
customers even when the customers’ needs are constantly
changing. Economic theory has found similar “stability in
competition” effects over time as markets reach equilibrium
(Hotelling 1929). Therefore, the moderating effect of mar-
ket turbulence is diminished over time. Although a market-
oriented firm still has better performance in markets with
greater turbulence than those that are more stable, this
incremental benefit decreases over time. Thus:
H2: Market turbulence positively moderates the relationship
between (a) market orientation and sales and (b) market
orientation and profit, but this positive moderating effect
diminishes over time.
21. Market orientation and technological turbulence. On
the basis of the theoretical arguments advanced in prior
research, we hypothesize that, initially (i.e., in the 1990s), a
high level of technological turbulence diminished the influ-
ence of market orientation on growth in sales and profit. In
markets with high technological turbulence, the characteris-
tics of products and services are largely determined by
innovations both within and outside the industry. In such
cases, a learning orientation and knowledge about customer
preferences do not necessarily contribute initially to long-
term performance. Before the late entrants also become
market oriented, technological turbulence is especially dis-
advantageous for the early adopters of market orientation
because the other firms are more receptive to technological
trends than market-oriented firms (Slater and Narver 1994).
However, as more firms become market oriented in an
industry, both the early and the late adopters are equally dis-
advantaged in markets with high levels of technological tur-
bulence. Although market-oriented firms perform worse in
markets with high technological turbulence than in those
with less volatility in technology, the disadvantage dimin-
ishes over time. Thus:
20 / Journal of Marketing, January 2011
H3: Technological turbulence negatively moderates the rela-
tionship between (a) market orientation and sales and (b)
market orientation and profit, but this negative moderating
effect diminishes over time.
Market orientation and competitive intensity. In the
absence of competition, customers are “stuck” with an orga-
nization’s products and services. In contrast, under conditions
of high competitive intensity, customers have many alterna-
tive options to satisfy their needs and requirements. Over
22. time, however, competitive intensity can enhance the effects
of market orientation on performance as market-oriented
firms in the same industry increase their capabilities and
processes (e.g., optimal resource allocation) to retain key
customers. In effect, this creates quasi “barriers to entry”
for other competing firms that are not market oriented.
Highly market-oriented firms are also uniquely capable of
responding to and preempting competitive threats in a
timely manner, which facilitates the attainment of higher
sales and profit. Thus, in highly competitive markets, the
companies with a greater market orientation are capable of
better performance.
However, the moderating effect of competitive intensity
decreases as more firms in an industry become market ori-
ented. In other words, the incremental benefit of being an
early adopter of market orientation decreases over time.
When the late entrants also become market oriented, every
firm is capable of understanding the strengths of its compe-
tition and anticipating competitive moves. This enables
each firm to provide differentiated value to its customers,
thus ensuring customer retention and profitability. This
notion implies that a high degree of competition equally
benefits all the firms in the industry. Therefore, the moder-
ating effect of competitive intensity should decrease over
time. Thus:
H4: Competitive intensity positively moderates the relation-
ship between (a) market orientation and sales and (b) mar-
ket orientation and profit, but this positive moderating
effect diminishes over time.
We submit these hypotheses to empirical tests using
panel data analytics on data gathered through multiple
sources. We used subjective and objective data to uncover
the effects of market orientation levels on short- and long-
23. term sales and profit.
Methodology
Measures
Market orientation and environmental moderators. We
measured market orientation and environmental moderators
using the scales Jaworski and Kohli (1993) developed. For
each component, we used the mean value of all the items
listed under the respective component for the analyses.
Business performance. Our study includes sales and net
income in a single study. Often, firms exhibit differential
effects on these two performance measures. We obtained
the objective measures of sales and net income (pure profit
after sales) from multiple sources, including annual reports;
publications, such as Beverage World and The Wall Street
Journal; and industry reports. We also obtained subjective
measures of performance on both net income and sales
from the responding firms. Following Jaworski and Kohli’s
(1993) approach, we measured subjective performance on a
five-point scale ranging from “excellent” to “poor.” The
items we used to measure subjective performance include
“Your overall performance of the firm/business unit with
respect to net income in the year … was?” and “Your over-
all performance of the firm/business unit relative to major
competitors with respect to net income in the year … was?”
(we used similar items for sales).
Survey Methodology
We conducted the study with data obtained from three
24. waves of surveys. We conducted Survey 1 (1997) at the
beginning of the study to obtain data for the measures in the
short run. We conducted Survey 2 (2001) four years later to
obtain data for the same measures in the medium run.
Finally, we conducted Survey 3 (2005) eight years later to
obtain data for the same measures in the long run. In other
words, over a nine-year period, we collected three sets of
measures at intervals of four years.
Survey 1. We designed a sampling plan that allowed top
managers from different organizational environments to
respond to questions regarding their perceptions of market
orientation in their respective organizations, competitive
intensity, and environmental turbulence in their respective
industries. We conducted interviews with the chief execu-
tive officer, president, or vice president and the head of the
marketing group of each company; that is, we solicited two
responses from each organization: one response from the
organization’s top executive and the other from the head of
the marketing group. We obtained the responses to the sur-
vey in a multistep process. First, we made an appointment
by calling the top managers of each firm, and second, we
obtained permission to fax the questionnaire. Finally, we
made another appointment to conduct the actual interview
over the telephone. Approximately 10% of the executives
faxed the surveys back, indicating they lacked the time to
participate in the process.
We conducted the first survey during the third quarter of
1997.1 We obtained usable responses from the top managers
in 300 organizations nationwide from a total of 1000 pub-
licly listed organizations contacted, for an effective
response rate of 30%.2 We selected the industries in accor-
dance with Standard Industrialization Classification (SIC)
codes; these include manufacturers (33%), distributors
(9%), retailers (16%), service industries (30%), and other
25. (12%). We compared the responses from the first 80% with
the responses from the last 20% of respondents to check for
any differences in the response pattern. We detected no sig-
nificant differences, indicating that late-response bias did
not affect the sample (Aaker et al. 2010). We also per-
formed the following set of analyses to test for any bias in
Market Orientation and Sustainable Competitive Advantage / 21
our sample of responding firms: First, we compared the
mean sales of the firm in a SIC code with the mean sales of
the responding firms and nonresponding firms. We did not
observe any significant difference in the statistical test for
differences in the mean sales. Second, we obtained the per-
centage of firms above and below the mean sales in a SIC
code and compared it with the percentages in the respon-
dent and nonrespondent samples. The chi-square test
showed no significant differences, indicating that there are
no systematic differences between the respondent and the
nonrespondent samples. In designing the sampling frame
for the study, we selected an equal number of firms from
each industry category. However, our responses do not fol-
low a similar pattern. To avoid any sample set response
bias, we included industry category as a control variable in
our model.
Two responses were available for the 300 firms sur-
veyed. Correlations between the two responses range from
.70 to .91 across all items. The results reflect more than one
person’s opinion and yield reliability for the responses pro-
vided in a single firm. Whenever results were available
from two respondents from a single company, we used the
average of their responses in our analyses (e.g., Deshpandé,
Farley, and Webster 1993; Jaworski and Kohli 1993).
Survey 2. We contacted the same 300 firms that pro-
26. vided the responses in the first survey to obtain the data in
the second survey. The procedure we adopted for obtaining
the responses from the second survey was identical to that
of the first survey.3 We again collected two responses (one
from top management and the other from the head of mar-
keting) from the organizations that responded to the first
survey. We conducted the second survey during the third
quarter of 2001. We obtained responses for the same mea-
sures as in the first survey. However, we also collected
information about any major events (e.g., if the firms either
dropped their market orientation or adopted a market orien-
tation) that took place in the period between the first and the
second survey. We asked the respondents, “Did your organi-
zation undertake a major shift in its cultural focus?” If they
answered yes, we asked whether they “made efforts to ori-
ent their organizations toward/away from a market orienta-
tion.” From all the responses we obtained in the second sur-
vey, for the purpose of the analysis, only 269 were usable.
Survey 3. We contacted the same 269 firms that pro-
vided the responses in the second survey to obtain data in
the third survey. The procedure we adopted for obtaining
the responses from the third survey was identical to that of
the first and second surveys.4 We again collected two
responses (one from top management and the other from the
1After the end of fiscal year 1997.
2In our survey, we included a question on the time since the
organization adopted a market-oriented strategy. In our sample,
we
included firms that indicated that it had been only a year or less
since they initiated a market orientation.
3To the extent possible, we obtained the responses in Survey 2
from the same respondents as in Survey 1. We obtained more
27. than
70% of the responses from the same respondent in the organiza-
tion. When the respondent was not available during Survey 2,
we
approached the respondent with the same functional
responsibilities.
4To the extent possible, we obtained the responses in Survey 3
from the same respondents as in Survey 2. We obtained more
than
75% of the responses from the same respondent in the organiza-
tion. When the respondent was not available during Survey 3,
we
approached the respondent with the same functional
responsibilities.
head of marketing) from the organizations that responded to
the first survey. We conducted the third survey during the
third quarter of 2005. We obtained responses for the same
measures as in the first and second surveys. However, we
also collected information about any major events (e.g., if
the firms either dropped their market orientation or adopted
a market orientation) that took place in the period between
the second and the third survey. We asked the respondents,
“Did your organization undertake a major shift in its cul-
tural focus?” If they answered yes, we asked whether they
“made efforts to orient their organizations toward/away
from a market orientation.” From all the responses we
obtained in the third survey, for the purpose of the analysis,
only 261 were usable.
The key premises of the hypotheses rest on the validity
of the measures. Therefore, we performed a factor analysis
for all components of our measures. The items for market
28. 22 / Journal of Marketing, January 2011
orientation and the external moderators all loaded on their
appropriate factors in both surveys. We also conducted a
reliability test for the items and found that all the items had
a coefficient alpha greater than .70. We report the reliabili-
ties of the items used in the survey in Table 1, and we report
the descriptive statistics for the data collected in the surveys
in Table 2.
Model Specification5
As we mentioned previously, because of the complexity and
costs associated with the data collection task, we collected
Market Orientation
Component
Number
of Items
Cronbach’s a
Representative Itemsa 1997 2001 2005
Market turbulence 6 •In our kind of business, customers’
product preferences
change quite a bit over time.
•We are witnessing demand for our products and services
from customers who never bought them before.
•We cater to much the same customers that we used to in
the past.
29. .74 .79 .78
Technological
turbulence
5 •The technology in our industry is cutthroat.
•A large number of new product ideas have been made
possible through technological breakthroughs in our
industry.
.87 .85 .88
Competitive intensity 6 •Competition in our industry is
cutthroat.
•There are many promotion wars in our industry.
.77 .79 .76
Intelligence generation 10 •We meet with customers at least
once a year to find out
what products or services they will need in the future.
•We are slow to detect changes in our customers’ product
preferences.
•We periodically review the likely effect of changes in our
business environment on customers.
.76 .79 .77
Intelligence
dissemination
8 •We have interdepartmental meetings at least once a
quarter to discuss market trends and developments.
•When something important happens to a major customer
or market, the whole organization knows about it in a
short period.
30. •When one department finds out something important
about competitors, it is slow to alert other departments.
.86 .88 .89
Response design 7 •It takes us forever to decide how to respond
to our
competitor’s price changes.
•Our business plans are driven more by technological
advances than by market research.
•The product lines we sell depend more on internal
politics than real market needs.
.81 .84 .83
Response
implementation
7 •If a major competitor were to launch an intensive
campaign, we would implement a response immediately.
•When we find out that customers are unhappy with
the quality of our service, we take corrective action
immediately.
.83 .82 .84
TABLE 1
Reliability Analysis
aThe scale items in our study are sourced from Jaworski and
Kohli (1993). We reproduce them here for illustrative purposes.
5We also tested the effect of the antecedents of market orienta-
tion (Kohli and Jaworski 1990) to avoid model misspecification.
This provided additional validity to the results we obtained in
the
31. study.
the level of market orientation of the sampled firms through
three waves of surveys conducted in 1997, 2001, and 2005.
Therefore, given that information on the firms’ business
performance (sales and profit) is available from secondary
sources on an annual basis from 1996 to 2006, we needed to
interpolate values for market orientation (MO), market tur-
bulence (MT), technological turbulence (TT), and competi-
tive intensity (CI) between 1997 and 2001 and between
2001 and 2005. There are several ways this could be done:
(1) We could assume that there was a linear move from one
observation to the next over the study periods, (2) we could
assume that MO stayed at the same level and then moved to
the next value in a step fashion, or (3) we could estimate the
unobserved values of MO using a flexible function form
that would allow for the possibility of both linear behavior
or a nonlinear behavior in MO over the 1997–2005 period.
We report the results of the third option. It makes no
assumptions about the behavior. Therefore, we estimated
the following equation for MO, MT, TT, and CI and used it
to estimate the values for the missing years:
(1) MOt = g0 + g1(t) + g2(t)2 + errort,
where t = 1 for 1997, t = 5 for 2001, and t = 9 for 2005.
After we estimate Equation 1, we observe the value for the
parameters in that equation. With the known parameter val-
ues, we interpolate the values for MOt, where t = 2, 3, 4, 6,
7, and 8; so by using these estimates along with the three
actual observations (t = 1, 5, and 9), we now have a contin-
uous set of values for MOt from 1997 to 2005. We adopt a
similar method for interpolating the values for MT, TT, and
CI for the years in which the survey was not conducted. We
32. then used these estimated values for MO, MT, TT, and CI
when t = 2, 3, 4, 6, 7, and 8, along with the actual values
when t = 1, 5, and 9, in the following model of business per-
formance, which allows the coefficient of MO, MT, TT, and
CI to have time-varying effects on business performance
(BP):
Market Orientation and Sustainable Competitive Advantage / 23
(2) BPjtk = a0k + a1kBPj(t – 1)k + a2tkMOt + a3tkMTt +
a4tkTTt
+ a5tkCIt + a6tk(MO ¥ MT)t + a7tk(MO ¥ TT)t
+ a8tk(MO ¥ CI)t + z1kIndustry Growth Ratet
+ z2kFirm Sizet + z3kGDPt + z4kService
+ z5kRetailing and Distribution + z6kManufacturing
+ wtk + ejk + errorjtk,
where
other industry = the base category for the three dummy
variables representing the four industries;
k = 1 if sales is used as the dependent
variable, and k = 2 if profit is used as
the dependent measure;
MO = market orientation;
TT = technological turbulence;
MT = market turbulence;
CI = competitive intensity;
33. IGR = industry growth rate; and
BPitk = business performance at time t for
industry j, where t = 1, 2, …, 9.
We use
(3) aitk = aik + bikln(time) + dik
to capture the time-varying effect of the key constructs,
where i represents the coefficients for the variables associ-
ated with MO, MT, TT, and CI in the model. For example,
we can compute the coefficient for market orientation, MOt,
with the following equation:
(4) a2tk(MO)t = [a2k + b2kln(t)]MOt
= a2kMOt + b2k[ln(t) ¥ MOt]
= a2k(MO)t + b2k[ln(t) ¥ MOt],
when t = 1; that is, for the first time in our data set, a2(MO)t =
a2(MO)t because ln(t) = 0 when t = 1. For t > 1, the coeffi-
cient of (MO)t = 1 increases at the rate of b2[ln(t) ¥ MOt].
We estimate Equations 2 and 3 as a hierarchical linear
model, but we estimate them jointly. This model specifica-
TABLE 2
Descriptive Statistics
Variable M SD Mdn Minimum Maximum
Market orientation1997 3.03 1.08 2.61 1 5
Market orientation2001 3.39 .96 2.82 1 5
Market orientation2005 3.88 .88 3.64 1 5
Market turbulence1997 3.52 .91 3.38 1 5
34. Market turbulence2001 3.47 .84 3.26 1 5
Market turbulence2005 3.38 .79 3.21 1 5
Technological turbulence1997 2.71 1.06 2.92 1 5
Technological turbulence2001 2.62 1.14 2.78 1 5
Technological turbulence2005 2.82 1.09 2.97 1 5
Competitive intensity1997 2.93 .76 2.85 1 5
Competitive intensity2001 3.09 .82 2.96 1 5
Competitive intensity2005 3.11 .72 3.02 1 5
Sales1997 (millions of dollars) 614.4 252.8 581.2 52.7 1418.2
Sales2001 (millions of dollars) 757.6 231.7 621.3 65.6 1695.5
Sales2005 (millions of dollars) 811.3 219.8 668.4 78.2 1907.3
Profit1997 (millions of dollars) 77.9 43.4 72.6 –36.7 184.6
Profit2001 (millions of dollars) 86.8 41.2 77.3 –21.1 211.3
Profit2005 (millions of dollars) 92.4 39.6 83.3 –24.4 231.8
tion is a cross-section of time-series models. We modeled
business performance at time t (BPjtk) as a function of
lagged business performance (BPj(t – 1)k) and the market ori-
entation of the firm. In our model, the coefficient of MOt
(a2tk) measures both the short-term (or instantaneous) effect
of market orientation on business performance and the
delayed effect. We hypothesize that the effect of market ori-
entation diminishes over time as other competitors also
become market oriented. We can make this inference
because more firms in our data became market oriented
over time in all the industries studied (see Figure 2). There-
fore, we do not need to explicitly model industry fixed
effects or the effect of the number of competitors that are
market oriented in each period to assess changes in the
effect of market orientation on business performance as the
competition also becomes market oriented.
We also conducted the tests for moderator variables
using the foregoing equations. We conducted the moderator
35. tests for competitive intensity and environmental turbulence
by analyzing the interaction effects of the corresponding
variables with market orientation (Baron and Kenny 1986).
The interpretation of the multiplicative interaction terms of
the environmental variables is similar to the interpretation
of the short-term and long-term effects of market orienta-
tion. We included industry growth rate, firm size, and indus-
try category in our model as control variables to account for
firm-specific effects (i.e., heterogeneity across firms) and to
avoid model misspecification (Jacobson 1990).
Analyzing Cross-Sectional Time-Series Data
An alternative to the model structure we just described
would be to estimate three separate cross-sectional regres-
sions, using the data in 1997, 2001, and 2005 to capture the
effect of market orientation on business performance. We
would then compare the coefficients across these three
cross-sectional regressions to observe the short-term effect
of market orientation for early and late adopters of market
orientation. Most of the studies to date in this area have
24 / Journal of Marketing, January 2011
adopted this approach and analyzed cross-sectional data, but
only at a single point in time, not across multiple periods.
Cross-sectional analyses have led to significant generaliza-
tions regarding the impact of explanatory variables on market
orientation, but analyses based on cross-sectional and time-
series (CS/TS) data (similar to the model structure proposed
in Equation 1) may be even more fruitful given that they
offer several advantages over only cross-sectional models.
First, using CS/TS data allows for the generalizability
of results over time. In contrast, cross-sectional data pro-
vide only a “snapshot” specific to a given period. Inferences
36. drawn from such data could be biased by idiosyncrasies
associated with the specific period studied. Second, market
orientation can change over time for a firm. Analysis of this
important component of variation can be accomplished only
by using CS/TS data. Third, CS/TS data increase the
degrees of freedom available for estimation (analyzing n
firms over t periods provides n observations versus n obser-
vations in cross-sectional analysis), thus enhancing the sta-
bility of parameter estimates. Fourth, analyzing CS/TS data
affords a richer space of variation to estimate the parame-
ters and possibly reduces the level of multicollinearity that
might otherwise be present (Brobst and Gates 1977).
Finally, the CS/TS data enable us to estimate the diminish-
ing effects of market orientation more reliably because we
have more data points on business performance. Before
such pooled CS/TS data can be analyzed, the criteria for
data homogeneity (i.e., pooling tests) must be fulfilled for
the model form under consideration (Bass and Wittink
1975; Fuller and Battese 1974; Kumar and Leone 1988).
Data Homogeneity Test
Bass (1974) shows that incorrect inferences can be drawn in
a cross-sectional regression analysis if data from heteroge-
neous firms/industries are pooled. Conceptually, the model
in Equation 2 could be estimated using ordinary least
squares regression at the firm level. This procedure would
imply that the effect of each of the independent variables
differs among firms (e.g., the regression coefficients for
each variable are unique for each firm). It would also
require estimating 32 parameters, which is not possible
given the number of observations. If the 261 firms were
grouped by their industry category—retailing and distribu-
tion (n = 87), manufacturing (n = 80), service (n = 90), and
other (n = 4)—there would be more observations. However,
doing so may still lead to inefficient estimates of the coeffi-
37. cients because of the number of parameters estimated in
relation to the sample size. Given the CS/TS nature of these
data and the lack of an a priori theoretical reason for the
regression coefficients to differ across firms, pooling data
across the 261 firms enables us to estimate the 35 parame-
ters (32 plus 3 more for industry groups, with the base cate-
gory being “other”) with 2610 observations.
Bass and Wittink (1975) propose pooling tests to mea-
sure the constancy of the regression parameters across
cross-sections, and we used their test to decide whether to
pool the series. Because Brobst and Gates (1977) show that
this test is biased toward rejecting the null hypothesis (H0:
pooling is appropriate), we chose a conservative alpha value
of .01 for the test of statistical significance. If pooling is
FIGURE 2
Number of Firms Becoming Market Oriented over
Time
1997 2001 2005
200
180
160
140
120
100
80
39. 108
164
M > 3.0
M ≥ 4.0
appropriate, the parameters can be estimated in various
ways. Most researchers reporting empirical work on sales
response models in the marketing literature have simply
stacked the cross-sections and estimated the parameters by
using ordinary least squares regression. However, pooled
models can be estimated with procedures that allow both
cross-sectional and time-series variations in the data
through the specification of the error structure (Fuller and
Battese 1974; Maddala 1971). Because we found pooling to
be appropriate (the corresponding F-statistic was not sig-
nificant; p > .05), we used the Fuller–Battese procedure to
estimate the pooled models. Using the Fuller–Battese pro-
cedure involves specifying the error term in Equation 2 as a
cross-sectional error term, a time-series error term, and a
random error term.
Results
Market Orientation and Business Performance
Model performance. We report the results of our analy-
ses with objective measures of performance as the depen-
dent variable. The adjusted R-square for the sales response
40. model (1) with just the main effects is .42; (2) with main
and interaction effects is .50; and (3) with main, interaction,
covariates, and time-varying effects is .65. In other words,
the adjusted R-square for the model investigating the influ-
ence of market orientation and external environmental mod-
erators on sales is .65.6 The adjusted R-square of the model
that included only the firm-specific effects (industry
growth, firm size, and industry category) is .08. The
reported coefficients are standardized values; we report
these in Table 3. An analysis of residuals using the normal
probability plot and White’s (1980) test did not reveal any
significant heteroskedasticity among the residuals. In addi-
tion, the variance inflation factor did not exceed the recom-
mended limit of 10, indicating that multicollinearity is not a
serious threat to our analysis. We observed similar results
for the profit response model. The adjusted R-square for the
model investigating the influence of market orientation and
external environmental moderators on profit is .66. The
adjusted R-square of the model that included only the firm-
specific effects (industry growth, firm size, and industry
category) is .10. We also estimated the model with the
maximum likelihood procedure and found similar results.
Interpretation of coefficients. The estimated coefficient
of the main effect of market orientation in 1997 on sales in
time t is positive and significant (a21 = .396, p < .01).7 Mar-
Market Orientation and Sustainable Competitive Advantage / 25
ket orientation has a similar effect on firm profit. The esti-
mated coefficient of the main effect of market orientation in
1997 on profit in time t is positive and significant (a22 =
.443, p < .01). The parameter estimate for the time-varying
effect of the coefficient of market orientation on sales is
–.105 (b21) for ln(time), as specified in Equation 3. Simi-
larly, for the profit equation, the corresponding value is
41. –.120 (b22). In both these equations, the coefficient for
ln(time) is significant (p < .01). Therefore, we can conclude
that H1a and H1b are statistically supported. We show the
diminishing effects of market orientation on sales and profit
over time in Figure 3.
We observe that market orientation in 1997 has a greater
effect on business performance (for sales, a21 = .396; for
profit, a22 = .443) than market orientation in the years that
TABLE 3
Effect of Market Orientation on Sales and Profit
Dependent Variable: Salest
Intercept
Salest – 1 .305***
Market turbulence1997 .163***
Technological turbulence1997 –.12**
Competitive intensity1997 n.s.
Market orientation1997 .396***
(Market orientation ¥
market turbulence)1997 .154***
(Market orientation ¥
technological turbulence)1997 –.207***
(Market orientation ¥
competitive intensity)1997 .146***
Industry growth rate .185**
Firm size .217**
GDP .091*
Industry Category
Services .147**
42. Retailer and distribution .121**
Manufacturing .107**
Dependent Variable: Profitt
Intercept
Profitt – 1 .334***
Market turbulence1997 .187***
Technological turbulence1997 –.1**
Competitive intensity1997 n.s.
Market orientation1997 .443***
(Market orientation ¥
market turbulence)1997 .163***
(Market orientation ¥
technological turbulence)1997 –.148***
(Market orientation ¥
competitive intensity)1997 .12***
Industry growth rate .208**
Firm size .226**
GDP .072*
Industry Category
Services .131**
Retailer and distribution .128**
Manufacturing .093**
*p < .10.
**p < .05.
***p < .01.
Notes: n.s. = not significant.
6The substantive conclusions of the study do not change when
we use subjective dependent measures. The correlation between
43. objective and subjective measures of performance is approxi-
mately .8.
7We observe the coefficients for market orientation on sales and
profit to vary within 10% of what we report here for the two
forms
of interpolation of market orientation value. The first option is
a
linear interpolation of missing market orientation values. The
sec-
ond option assumes that market orientation stays at the previous
value during the missing period and then moves to the new
value
in a step fashion. We observe similar results for other variables,
indicating the robustness of the findings.
follow. The effect of market orientation on sales decreases
to .217 and .190 in 2001 and 2005, respectively. Similarly,
the effect of market orientation on profit decreases to .238
and .206 in 2001 and 2005, respectively. The results also
reveal that market orientation has a positive influence on
sales and profit in both the short and the long run. This
implies that the same level of market orientation in 1997
had a greater impact on business performance than in sub-
sequent years. In other words, firms that were the first
(early) adopters with regard to developing a market orienta-
tion experienced a greater impact from market orientation
than those that adopted market orientation in later years.
Table 3 also shows that the lagged effect of sales (a11) is
equal to .305 and the lagged effect of profit (a12) is equal to
.334. This also implies that the influence of market orienta-
tion at any time t continues to have an influence on sales for
three years, albeit at a diminishing rate. The carryover effect
of market orientation on profit is marginally greater than the
44. carryover effect of market orientation on sales.
Environmental Moderators
Because the coefficient of the interactions between market
orientation and environmental moderators is significant, we
do not interpret the main effects of the environmental fac-
tors. The estimated coefficient of the interaction terms
between market orientation and market turbulence in 1997
on sales at time t is positive and significant (a61 = .154),
and the corresponding effect on profit at time t is also posi-
tive and significant (a62 = .163). This implies that the posi-
tive influence of market orientation on business perfor-
mance in both the short and the long run is enhanced in
markets with high market turbulence. The moderating effect
of market turbulence is greater in 1997 than in future years,
indicating that as more firms become market oriented, a
competitive advantage can diminish while still giving the
lift in performance. Through similar tests of significance
(described previously) using the 95% confidence intervals
for the parameter estimates, we observed support for all the
26 / Journal of Marketing, January 2011
remaining hypotheses in this study. For example, the inter-
action effect between market orientation and market turbu-
lence remains positive over the study period. However, the
magnitude of the coefficient for this interaction effect in
1997 is greater than in subsequent years. Similar to a mar-
ket orientation variable, we employ a time-varying parame-
ter model and show that the effect of time (as captured by
ln[time]) is significant for sales (–.042, p < .05) and profit
(–.040, p < .05). These time-varying interaction term coeffi-
cients for market turbulence support H2a and H2b.
The estimated coefficient of the interaction terms
45. between market orientation and technological turbulence in
1997 on sales is negative and significant (a71 = –.207, p <
.01), and the corresponding effect on profit in time t is also
negative and significant (a72 = –.148, p < .01). This implies
that the positive influence of market orientation on business
performance in both the short and the long run is dimin-
ished in markets with high technological turbulence. Simi-
lar to market turbulence, the negative moderating effect of
technological turbulence is also greater (after we consider
the 95% confidence intervals of the parameter estimates) in
1997 than in future periods. When we tested for the time-
varying effect of this interaction, we find that the coefficient
for time (as captured by ln[time]) is significant for sales
(.050, p < .05) and profit (.031, p < .05). These time-varying
interaction term coefficients for technological turbulence
support H3a and H3b.
The estimated coefficient of the interaction term
between market orientation and competitive intensity in
1997 on sales in time t is positive and significant (a81 =
.146, p < .01), and the corresponding effect on profit in time
t is also positive and significant (a82 = .12, p < .01). This
implies that the positive influence of market orientation on
business performance in both the short and the long run is
enhanced in markets with high competitive intensity. The
moderating effect of competitive intensity in 1997 is greater
(after we consider the 95% confidence intervals of the
parameter estimates) than the corresponding effect in subse-
quent years. Again, we fit a time-varying parameter model
for studying the effect of this interaction over time and find
that the effect of time (as captured by ln[time]) is significant
for sales (–.034, p < .05) and profit (–.026, p < .05). These
time-varying interaction term coefficients for competitive
intensity support H4a and H4b. We show the diminishing
effects of the interaction effects between market orientation
and the moderators on sales and profit over time in Figure
46. 4, Panels A–C.
The coefficients of the industry-specific control variable,
industry growth rate, on sales (z11 = .185, p < .01) and
profit (z12 = .208, p < .01) are both positive and significant.
The industry category dummies are also positive and sig-
nificant for both sales (z41services = .147, p < .01; z51retailing
and distribution = .121, p < .01; and z61manufacturing = .107, p
< .01)
and profit (z42services = .131, p < .01; z52retailing and
distribution =
.128, p < .01; and z62manufacturing = .093, p < .01). These
results reveal that industry-specific factors influence busi-
ness performance. Finally, the coefficients for the firm-
specific control variable, firm size, on sales (z21 = .217, p <
.01) and profit (z22 = .226, p < .01) are positive and signifi-
cant, thus accommodating for firm-specific heterogeneity.
FIGURE 3
Diminishing Effect of Market Orientation on Sales
and Profit
1997 1998 1999 2000 2001 2002 2003 2004 2005
.45
.40
.35
.30
.25
.20
48. .396
.342
.281
.238
.227 .220 .213 .206
.396
.352
.306
.254
.217
.205 .200 .192 .190
The coefficient for the economic variable, GDP (gross
domestic product), is positive and significant (z31 and z32
are .091 and .072 for sales and profit, respectively). We now
discuss the implications of our findings in terms of rele-
vance to the marketing literature and marketing practice.
Discussion and Implications
To our knowledge, this is one of the first studies to examine
the evolutionary nature of a market orientation–business
Market Orientation and Sustainable Competitive Advantage / 27
performance relationship. Using panel data across a large
49. number of industries, we evaluate both the short- and the
long-term effects. The nine-year period covered by our
panel data enables us to show that more companies became
market oriented during this time and that market orientation
had a positive influence on sales and profit in both the short
and the long run (see Figure 2). More important, we show
that though adopting a market orientation early was a
source of unique competitive advantage for a firm (a suc-
cess provider), it has now become a cost of doing business
(a failure preventer) (Varadarajan 1985).
Environmental Moderators
Can a market orientation help organizations navigate
through turbulent times? The results of our study suggest
that it can. Along with the demonstrated diminishing effects
of market orientation on sales and profit, we found that
environmental turbulence moderates the relationship
between market orientation and performance in both the
short and the long run. Market turbulence strengthens the
relationship between market orientation and sales and the
relationship between market orientation and profit (in both
the short and the long run), but this moderating effect
diminishes over time. This finding is in contrast with Kirca,
Jayachandran, and Bearden’s (2005) conclusion that market/
environmental turbulence is not a significant moderator of the
relationship between market orientation and performance.
Technological turbulence weakens the relationship
between market orientation and sales and between market
orientation and profit (in both the short and the long run),
but this moderating effect diminishes over time. Competi-
tive intensity strengthens the effect of market orientation on
business performance in both the short and the long run. In
contrast with prior research (Jaworski and Kohli 1993;
Slater and Narver 1994), the results reveal that competitive
50. intensity is a moderator in a market orientation–business
performance relationship. The gains from better customer
and competitive research intelligence among market-oriented
firms in the presence of market turbulence and competitive
intensity take time to improve business performance, and as
more firms become market oriented, a competitive advan-
tage can diminish under conditions of high technological
turbulence. Yet the positive influence of market orientation
on business performance is enhanced under high competitive
intensity. Therefore, the failure to detect the effect of envi-
ronmental moderators in prior research could be attributed
to the omission of lagged effects.
First (Early) Adopters of Market Orientation
The competitive advantage from having a market orienta-
tion is greater for the first (early) adopters in the industry.
Firms that are the first or early to develop a market orienta-
tion gain more in sales and profit than firms that are late to
develop a market orientation. Furthermore, firms that adopt
a market orientation also realize the benefit of a bonus in
the form of a sales and profit lift due to a carryover effect
that lasts up to three periods. Our study provides an impor-
tant contribution to the literature on first-mover advantage.
The results reveal that early adopters with regard to imple-
1997 1998 1999 2000 2001 2002 2003 2004 2005
.18
.16
.14
.12
52. .094
.090 .088 .086 .085
.154
.139
.118
.094
.085
.081
.077 .073 .071
1997 1998 1999 2000 2001 2002 2003 2004 2005
–.05
–.10
–.15
–.20
–.25
In
te
ra
c
ti
o
53. n
E
ff
e
c
t
Year
Sales
Profit
–.148
–.138
–.121 –.101
–.093 –.092 –.091 –.090 –.089
–.207
–.188
–.162
–.131
–.119 –.115 –.112
–.110 –.109
FIGURE 4
Diminishing Interaction Effects Between Market
Orientation and Moderators on Sales and Profit
A: Market Orientation ¥ Market Turbulence
54. B: Market Orientation ¥ Technological Turbulence
C: Market Orientation ¥ Competitive Intensity
1997 1998 1999 2000 2001 2002 2003 2004 2005
.15
.14
.13
.12
.11
.10
.09
.08
.07
.06
In
te
ra
c
ti
o
n
56. benefits as first movers in terms of the introduction of a
product or service innovation (Kerin, Varadarajan, and
Peterson 1992). In other words, early adopters also enjoy
competitive advantage in terms of the outputs (e.g., product
or service innovation); however, this benefit is evident for
only three years. We find that as competition also becomes
market oriented, early entrants fail to enhance their
competitive advantage from having a market orientation
because the late adopters learn from the early adopters. The
diminishing effect lasting up to three periods provides
another managerially relevant interpretation.
Finally, comparing the main effect of market orientation
on business performance, we find that market orientation
has a greater influence on profit than sales in both the short
and the long run. The carryover effect of market orientation
on profit is greater than the effect of market orientation on
sales. This implies that having a market orientation makes
organizations focus more on retention than acquisition, and
therefore profits increase much more than sales.
Marketing Practice
The results show that the adoption of a market orientation is
important in generating both sales and profit. Given that the
benefits of market orientation take time to become fully
realized, the importance of top management both emphasiz-
ing and supporting a market-oriented culture is paramount
(see Gebhardt, Carpenter, and Sherry 2006). Furthermore,
because more companies have become market oriented dur-
ing the past 15 years, being market oriented has become
more of a failure preventer than a success producer
(Varadarajan 1985). Indeed, it is the cost of doing business
rather than a distinct characteristic and a specific source of
SCA. Companies must continue to raise the bar and not just
maintain a certain level of market orientation to be success-
57. ful; that is, to have a unique advantage, companies must
continuously identify new dimensions of this construct to
distinguish themselves. An example of this is the number of
companies that have incorporated a customer orientation
(focus) into their organizations, thus adding to the dimen-
sionality of market orientation. As the United States contin-
ues to move from a product- to a service-dominated econ-
omy, companies will need to identify service-related
dimensions of market orientation.
Furthermore, given the globalization of brands and ser-
vices, companies need to investigate how to incorporate
multicultural dimensions into their general market orienta-
tion philosophy. Another fruitful extension of a market ori-
entation strategy would be augmenting the general strategic
emphasis on customers, with a rigorous focus on profitable
individual customer relationships and interactions, as inter-
action orientation suggests (Ramani and Kumar 2008).
Moreover, recent work on internal marketing has provided
some avenues for improvement in market orientation by
examining the extent to which a firm’s employee base holis-
tically embraces its market orientation. We expect that these
firms would gain a differential advantage over firms that do
not have high conformity among their employees.
Regarding environmental turbulence, our results reveal
that when a firm operates in a business environment of con-
28 / Journal of Marketing, January 2011
stant flux, a market orientation is especially critical for stay-
ing in tune with customers’ preferences. In other words,
real-time market information generation and dissemination
(e.g., customer relationship management) is necessary.
However, with rapidly changing technology, the perfor-
mance benefits of market orientation are more difficult to
58. capture and keep.
With respect to market orientation under highly
competitive conditions, the results show that it is possible
for market-oriented firms to achieve and protect gains in
sales and profitability. Perhaps a market orientation can
facilitate proactive and reactive tactics, and all else being
equal, firms can transform sales gains from their market ori-
entation into higher profit over time. The lagged dependent
variable enables us to assess the carryover effect of market
orientation. We obtain the carryover effects of a2k by
sequential substitution of the coefficient of the lagged
dependent variable (i.e., a1k). Thus, we observe that the
effect of market orientation in a certain year has an influ-
ence on business performance for about three years, albeit
at a diminishing rate. Based on the magnitude of the respec-
tive coefficients, the carryover effect of market orientation
on profit is marginally greater than the carryover effect of
market orientation on sales. However, the elasticity at each
level of market orientation with respect to sales and profit
must be computed to assess whether market orientation has
a more pronounced effect on sales or profit.
In summary, this study has direct theoretical and mana-
gerial implications related to previous research in this area.
Hunt and Morgan (1995) propose that organizations need to
evaluate their relative performance continuously and use or
acquire resources/skills to attain a comparative advantage.
Market orientation should be viewed as a resource for navi-
gating through turbulent times. In particular, we find that
the benefits of market orientation are enhanced over time
under intense competitive conditions, which lends support
to Slater and Narver’s (1994) encouragement to build and
keep a market orientation.
Limitations and Directions for Further Research
59. This study has limitations that can provide opportunities for
further research. We conclude that though market orienta-
tion has a diminishing effect on business performance,
firms cannot afford to abandon it because it has become the
cost of competing. We do not assess the effectiveness of
other business orientations, such as interaction orientation
(Ramani and Kumar 2008), in improving business perfor-
mance when the competition is market oriented. Our longi-
tudinal survey design enables us to evaluate the long-term
and diminishing effects of adopting market orientation.
However, because of cost restrictions and managers’ time
requirements, we were able to conduct our survey only
three times during the nine years. Annual surveys that track
a market orientation of the firm would allow researchers to
assess whether market orientation’s effect on business per-
formance stops when at least one or more competitors are
market oriented. We asked managers to assess their firms’
market orientation. It is possible that customers’ assessments
of a firm’s market orientation are more accurate. Further
research could assess the value of using customer assess-
ments of market orientation to predict business performance.
In this section, we address a few issues beyond the
scope of this study that we leave for future investigation.
For example, Pelham’s (1997) findings suggest that a mar-
ket orientation would be a less significant determinant of
performance in markets in which cost cutting and
economies of scale are the dominant sources of SCA. We
did not examine these effects. However, this does not
diminish our study’s contributions relative to the influence
of time on a market orientation–performance relationship.
Further research should incorporate managers’ enduring
60. cost-cutting strategies into the overall framework. In addi-
tion, continuous investments in market orientation are war-
ranted, particularly in industries characterized as highly tur-
bulent. Extending this study to a more recent time frame
would also be worthwhile to capture the unprecedented tur-
bulence occurring, particularly in financial markets.
The market orientation literature would also benefit
from incorporating customers’ value emphasis (price versus
quality) on the relationship between market orientation and
performance. This could indicate the extent to which man-
agers embrace cost-cutting methods. Further research
should develop theories that provide guidance on market
conditions that are conducive to creating new markets rather
than serving existing markets better (Jaworski, Kohli, and
Sahay 2000) and the resources that would enable organiza-
tions to do so.
In addition, prior research has found statistical support
for both the customer (Slater and Narver 1994) and the
employee (Siguaw, Brown, and Widing 1994) in determin-
ing the consequences of market orientation in the short run.
Therefore, further research should include a more exhaus-
tive list of performance measures, such as customer loyalty,
satisfaction, and innovative capability, to examine the extent
to which a market-oriented strategy affects these measures.
Such a study would be of immense theoretical and manage-
rial relevance because the performance measures that pro-
vide shareholder value are constantly changing.
A constant barrage of new customer relationship man-
agement systems tempts managers to continuously update
their technology, which could negatively affect profit. Yet
technological innovations could be classified as product or
process innovations. Product innovations are primarily
geared toward expanding into new markets, introducing
61. Market Orientation and Sustainable Competitive Advantage / 29
new products, and attaining higher levels of customer loy-
alty; process innovations are primarily geared toward
obtaining cost efficiencies. Intuitively, we would expect the
performance benefits associated with being market oriented
to diminish more under process innovation than under prod-
uct innovation. Thus, further research could address the
advantages and disadvantages of technological innovation
on performance under varying conditions.
The coefficients we report in this study indicate that the
effect of market orientation on profitability is greater than
market orientation’s effect on sales in the long run. How-
ever, given that sales and profit are different dependent
variables, the elasticity of market orientation on sales and
profit must be computed to determine which has more pro-
nounced effect. Depending on the level of market orienta-
tion, the respective elasticities can vary. Literature on cus-
tomer satisfaction and lifetime value (Bolton 1998; Reinartz
and Kumar 2000) also suggests that an organization gains in
customer equity by satisfying and retaining the right cus-
tomers for longer durations. The marketing discipline could
benefit from research relating market orientation directly to
lifetime value precepts.
Finally, embracing a market orientation is one way to
respond to competitive intensity in the marketplace. Strate-
gic market management purports that managers constantly
scan the environment and develop proactive strategies to
improve performance in competitive situations. However, in
highly competitive situations, managers may depend more
on a “proactive” market orientation than on a “reactive”
market orientation (Narver, Slater, and MacLachlan 2004).
Thus, ethnographic studies focusing on managers’ strategic
62. approaches in terms of proactive versus reactive market-
oriented tactics could expand existing knowledge of market
orientation.
In the absence of market turbulence and competitive
intensity, market orientation has a diminishing effect on
sales and profit. However, markets are becoming more
competitive. Thus, this research offers some encouraging
news in a turbulent business environment: That is, managers
should “stay the course” in terms of their market orientation
strategy. Furthermore, volatile market conditions can actu-
ally strengthen the influence of market orientation on busi-
ness performance. Therefore, we advise organizations not to
abandon their market-oriented strategy because it is the cost
of competing, particularly in these turbulent times.
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Integrating Customers in Product
Innovation: Lessons from Industrial
Development Contractors and
In-House Contractors in Rapidly
Changing Customer Marketscaim_555 89..106
Patricia Sandmeier, Pamela D. Morrison and
Oliver Gassmann
Successful product innovation has increasingly been recognized
as an outcome of integrating
customers into the new product development (NPD) process. In
this paper, we explore cus-
tomer integration by investigating the continual consideration of
customer contributions
throughout the product innovation process. Through a
comparison of the customer integration
practices by development contractors with those of in-house
developers, we find that the
iterative and adaptive innovation process structures of the
development contractors facilitate
70. the realization of the full customer contribution potential
throughout the product innovation
process. We also find additional support for the incorporation of
open innovation into an
organization’s NPD activities. Our findings are based on in-
depth case studies of the NPD
activities of in-house developers and product development
contractors.
1. Introduction
The positive impact of customer integrationon product
innovations has long been
acknowledged. Empirical research shows that
the integration of customer contributions in
new product development (NPD) leads to a
higher degree of product newness, reduced
innovation risks and more precision in
resource spending (Gupta, Raj & Wilemon,
1986; Kohli & Jaworski, 1990; Bacon et al.,
1994; Millson & Wilemon, 2002; Brockhoff,
2003; Callahan & Lasry, 2004). In particular,
the value of lead users has been demonstrated
by various researchers: the value of product
innovation increases when users bring their
specialized knowledge of needs, preferences
and solutions to NPD, leading to new prod-
ucts that provide true value to customers (von
Hippel, 1976, 1977, 1978, 1988; Herstatt & von
Hippel, 1992; Lilien et al., 2002; Morrison,
Roberts & Midgley, 2004; Lüthje, Herstatt &
von Hippel, 2005).
Most work in this field focuses on
approaches in which customer integration
stands for a better understanding of custom-
72. success rate but with different organizational
structures and processes compared to tradi-
tional in-house developers. We chose this com-
parison in order to reveal the factors on which
the development contractors’ success is based.
We find that their iterative and adaptive
innovation process structures facilitate the
realization of the full customer contribution
throughout the product innovation process.
The question of how customers can contrib-
ute to product innovation activities and how
and where their contribution can be built into
the NPD process to take advantage of the full
customer integration potential has not previ-
ously been addressed. We contribute to close a
theoretical gap by showing that a continuous
consideration of customer contributions
throughout the product innovation process
requires a recurring pattern of accessing,
releasing and absorbing customer contribu-
tions. This insight helps answer how innova-
tion capabilities from outside the R&D
department can be capitalized.
The paper is structured as follows: Section 2
provides the theoretical background from
existing literature; Section 3 develops the
framework which guides the comparison
between the practices applied by development
contractors with those of in-house developers;
Section 4 introduces our research methodol-
ogy; Section 5 presents the results from the
case study comparison, leading to four
research propositions; and in Section 6 we
discuss the implications of our research find-
73. ings. We conclude with limitations and recom-
mendations for further critical and practical
work.
2. Research Background
In environments where requirements can be
highly uncertain, changing customer needs
have to be faced for the development of indus-
trial products. Experimental NPD methodolo-
gies tolerating these changes were found to be
the only ones capable of bringing out innova-
tive new products in the required period of
time (Lynn, Morone & Paulson, 1996). Since
existing change-oriented approaches focus on
the ability to learn and share information
quickly (Zahay, Griffin & Fredericks, 2004), we
focus on organizational learning theory to
guide us as a theoretical starting point.
Organizational learning is defined as the
process of improving actions through better
knowledge and understanding (Fiol & Lyles,
1985). Applying this definition to the research
terrain of customer integration, learning from
customers throughout the development of
new products implies that the company learns
about its market through a series of sequential
information processing activities undertaken
with its customers (Kok, Hillebrand &
Biemans, 2003). Learning about markets for
new products can be understood as an organi-
zational learning process that involves the
acquisition, dissemination and utilization of
information (Fiol & Lyles, 1985; Imai, Ikujiro &
74. Takeuchi, 1985; Huber, 1991; March, 1991).
First, acquiring market information consists of
the collection of information about the needs
and behaviour of customers. Some of this
information can be obtained from data banks
and the results of past actions, whereas some
needs to be collected anew through quantita-
tive (e.g., market surveys) or qualitative (e.g.,
customer visits) methods (Adams, Day &
Dougherty, 1998). Second, market information
has to be disseminated across functions,
phases of the innovation process, geographic
boundaries and organization levels (Adams,
Day & Dougherty, 1998). Third, using market
information occurs in the process of learning
about the market for decision making, the
implementation of decisions, or evaluations of
a new product (Menon & Varadarajan, 1992).
We use the constructs from learning theory
– acquisition, dissemination and utilization –
to structure a literature review on integrating
customers into NPD.
Acquisition of Knowledge
To profit from customer know-how, this
know-how first has to be acquired. Literature
on integrating customers emphasizes the
choice of the right partner from whom the
required information can be obtained as a core
aspect of interacting with customers (Gruner
& Homburg, 2000). Biemans (1992) states that
the identity of the customers employed typi-
cally varies with the extent and intensity to
which the customer is involved, as it does with