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Performance Marketing Model through Acculturation Innovation and Market Orientation in the Bakery Industry

Performance Marketing Model through Acculturation Innovation and Market Orientation in the Bakery Industry

Pelhan (1997) explained that a market-oriented firm is a firm that develops a better understanding in the organization about the costumer’s needs. Therefore, the firm is trying to do anything in order to fill up the customer need, particularly the consumer’s value in which means that the valuable product means a product that having the best quality, best image, and in which a firm can develop a lower price strategy. Pelhan (1997) also gave three dimensions of the market-oriented firm as follows: 1) consumer desire, 2) consumer satisfaction, 3) competitors. A market-oriented firm will be narrow-minded toward the market information that explains how to distribute the product to the market with all information related to the needs and market desire (Jaworsky and Kohli, 1993; Kohli and Jaworski, 1990). Chermin and Nijhof (2005) said that a firm develops the product based on its ability, from the product development, technology development, so that it results in superior products more so than that of its competitors. Despande et al. (1993) said that there is a relation between market orientation and competing superiority especially as the consumer’s knowledge affects the competing superiority, the more aware of consumer knowledge the more the firm will fill up the necessity and consumer desires. Therefore, the following hypothesis is proposed:
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Comparative Survey of Relation between Market-Orientation, Innovation and Performance of Male and Female Gyms in Golestan Province

Comparative Survey of Relation between Market-Orientation, Innovation and Performance of Male and Female Gyms in Golestan Province

compared to other companies and based on this they can achieve a better performance compared to their competitors. Verhees & Meulenberg (2004) provided a model for surveying the combined effect of market-orientation and innovativeness on product innovation and performance in small firms. Research results showed that producer’s innovation affects all variables in the model and it has a positive effect on market- orientation and performance. Information about the market, innovativeness and product innovation could be reported positive or negative depending on the strong or weak product innovation of the producer. The research by Zheng et al (2005) also showed that market-orientation and innovativeness strongly affect the improvement of employees’ job attitude such as job satisfaction, organizational commitment and confidence in the future performance of the company. Collaborative organizational culture and also positive senior management’s attitude regarding change have positive effects on development of market-orientation and innovativeness. Also, charismatic leadership has a positive effect on job attitude of employees and market-orientation and innovativeness facilitate the employees’ job attitudes.
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The role of innovation, entrepreneurship and market orientation to the small medium enterprises performance case study in sidoarjo East Java

The role of innovation, entrepreneurship and market orientation to the small medium enterprises performance case study in sidoarjo East Java

benefits to a business (Isa, 2013), while having an innovative attitude or mindset is also very important for the survival of a business, usually, entrepreneurs with an entrepreneurial ring and effective in managing innovative ideas than those that do not (Hafeez et al., 2012). sense, can be seen as the process of designing, developing and implementing new products or services to improve economic, physical and logical parameters in a manageable process (Rahman and Ramos, 2010). However, innovation in MSME is not just a kind of change in Innovation, in this case, focuses on qualitative and is primarily targeted to increase the knowledge at will lead to economic benefits. Thus, innovation is not just adapting new things from a person, but creating something yourself as a new, at least no similarity in the previous form. Innovations in SMEs can combine product mmercialization, or a deliberate discovery in an effort to increase the value of the product. To that end, innovation is increasingly regarded as one of the main drivers of the company's long-term success in today's competitive market (Baker and Sinkula, 2002; Darroch and McNaugton, 2002; Lyon and Ferrier, 2002). Market orientation is defined as the most effective organizational culture in creating important behaviors for the creation of superior value for buyers as well as performance in business (Narver and Slater, 1990). Various activities of batik SMEs, in essence, require clarity in market orientation, where Narver and Slater (1990) states that market orientation consists of three INTERNATIONAL JOURNAL
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Effects Of Market Orientation And Barriers To Market Orientation On University Performance: A Study Of Universities Of Technology In South Africa

Effects Of Market Orientation And Barriers To Market Orientation On University Performance: A Study Of Universities Of Technology In South Africa

The purpose of the current research was to examine the influence of market orientation and barriers to market orientation on university performance. In this endeavour, the first hypothesis postulated was the negative relationship between market orientation and barriers to market orientation. Consistent with hypothesis one (H1), results computed (β = -.0590; t = -9.405) indicate that there is a strong negative relationship between barriers to market orientation and elements of market orientation. The model converged with a proper solution and provided an estimate of the relationship between the constructs. Furthermore, it could be inferred from the results in Table 2 that the finding of a negative correlation between barriers and market orientation is intuitively correct and validates the hypothesis. Barriers to market orientation are associated with a low degree of implementation of the marketing concept. This supports the existence of barriers to market orientation identified by previous studies (Harris 2000; Slater 2001; Garver & Gagnon 2002; Koprlova 2008; Kotler and Armstrong 2008; Kanovska 2012.). Dubihlela & Dhurup (2015) and Mokoena, Mafini & Dhurup (2015) further provide a practical insight into the barriers regarding the development of market orientation.
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Accounting Department Chairpersons Perceptions Of Business School Performance Using A Market Orientation Model

Accounting Department Chairpersons Perceptions Of Business School Performance Using A Market Orientation Model

The accounting department chairs reported lower levels of market orientation in their organizations than did their business counterparts. This may signal that the accounting department chairs are either not familiar with the marketing concept, customer and market orientation, or reject the idea that students are customers of the school, or all of the above. However, a significant opportunity would seem to exist to improve performance for schools that will put more effort into customer and market orientation. Since students of the university may be viewed as the most visible of the numerous markets served, customer and market orientation efforts focused at students would seem to have the potential for the fastest and highest payoff. Examples of such payoffs, all of which might correctly be viewed as performance indicators might include:
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The Effect of Responsive and Proactive Market Orientation on Product Innovation and Company Performance: A Case Study on MSMEs in the Culinary Field in D I  Yogyakarta

The Effect of Responsive and Proactive Market Orientation on Product Innovation and Company Performance: A Case Study on MSMEs in the Culinary Field in D I Yogyakarta

gain higher profit than the companies having less market orientation (Day, 1994). Therefore, market orientation profoundly influences the success of companies either in big, medium, or small scales. Unfortunately, most researches about market orientation are limited to big-scale business (Zhang and Duan, 2010). Not many researches discuss market orientation aspect in small and medium industry, especially in Indonesia. Whereas, MSMEs plays an essential and strategic role for the Indonesian economy. It can be seen from a large number of industries in every economic sector, its incredible potential to absorb workforce, and relatively significant contribution to GDP. Moreover, MSME is also considered as a business unit which managed to survive in a crisis period where each big business starts to get unstable (The Asia Foundation, 2001).
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Antecedent And Consequences Of Market Orientation Towards Business Performance In Automotive Industry

Antecedent And Consequences Of Market Orientation Towards Business Performance In Automotive Industry

As mentioned by many scholars, market orientation is a great marketing concept and strategy that will improve an organization‟s business performance by constantly provide superior products and services that fulfil customer‟s satisfaction. Economic nowadays are changing from product-centric to consumer-centric. No doubts, automotive industry is considered as the largest manufacturing sector in the world. (Turnbull, 1992). To survive in this competitive society, market orientation is significantly important to help a company in gaining competitive edge. However, thorough understanding on market orientation is needed in order to implement it effectively. Furthermore, market orientation could not be implemented without any forces or factors that facilitate it. The study aims to study the extent to which market orientation is understood by Malaysian employees, to determine the antecedent factors that affect market orientation on business performance and to identify the overall relationship between antecedent factor of market orientation and business performance. The methodology of this study used is quantitative methods and carried out the survey by distributing questionnaire. The questionnaire will be distributed in the Johor and Melaka state. 167 automotive companies in Johor and Melaka state have responded to the questionnaire. The results have been analysed using Pearson‟s Correlation to determine the antecedent factors that affect market orientation on business performance, and using Regression Analysis to identify the overall relationship between market orientation and business performance. Through the results generated from SPSS, antecedent factors have shown significant relationship with the business performance.
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A Factorial Analysis Of The Barriers To Market Orientation Adoption Among Small And Medium Enterprises (SMEs) In A Developing Country

A Factorial Analysis Of The Barriers To Market Orientation Adoption Among Small And Medium Enterprises (SMEs) In A Developing Country

The SMEs operating in the South African economy are threatened by a dynamic and highly unstable market condition. Adoption and implementation of market-oriented strategies is therefore needed in order to cushion SMEs from the challenging economic conditions, hostile competitive environment, and regressive operational environment. Recommendations for marketing practitioners, managers and business owners emerge from this study. It can be argued that the majority of marketing professionals and managers should be aware of some barriers to market orientation. The real implication which underlies the findings vital for managers is that, given that few organizations exhibit high market orientation levels, basic issues still need to be addressed. Therefore, marketing professionals and managers should identify not only which barriers restrict market orientation, but also why these barriers occur.
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A Comparison of the Market Orientation Model in Czech and German High‑Tech Companies

A Comparison of the Market Orientation Model in Czech and German High‑Tech Companies

The aim of Lado and Maydeu‑Olivares (2001) research was to determine whether the relation between market orientation and innovation performance may be generalized despite different political and economical environments and cultural context. Lado and Maydeu‑Olivares (2001) studied market orientation of insurance companies in the EU. However, no significant differences in market orientation among countries were found. the authors claim they found a significant match between the structure of market orientation factors among the studied countries. In order to measure results in the area of market orientation the authors used an instrument suggested by Lado et al. (1998) which consisted of 30 items. Innovation performance was measured by the help of a four‑item scale by Atuahene‑Gima (1996). the authors collected 137 responses from the EU and 74 from the USA consisting of top managers and the authors discovered statistically significant positive dependence between market orientation, the innovation degree and innovation performance. In their model Maydeu‑Olivares and Lado (2003) determined that innovation performance, as an intermediate variable, considerably increases the influence of market orientation on total business performance; on the contrary, customer loyalty itself does not show any influence on this relationship. Smith et al. (2007) dealt with a comparison of market orientation in Chinese and American firms. the authors used a scale with 29 items that was created from the two best known measuring scales MARKOR and MKTOR.
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The Entrepreneur in Market Orientation: An Exploratory Research on how Entrepreneurial Attributes influence Market Orientation

The Entrepreneur in Market Orientation: An Exploratory Research on how Entrepreneurial Attributes influence Market Orientation

market, defines or segments the market, creates products or services bases on the market’s needs, recognizes environmental changes which will affect the market and whether he does any marketing activities. A high customer orientation is based on the general awareness about the customer needs, making contact with (potential) customers, asking for feedback from the customers, spending efforts on creating customer value and building customer relationships (Kohli & Javorski, 1990; Narver & Slater, 1990). The competitor orientation is assessed by the amount of information the participant gathers about his competitors, the uniqueness identified in comparison to the competitors as well as the appropriateness of the response to a competitor (Kohli & Javorski, 1990; Narver & Slater, 1990). Finally, the product orientation or technology focus serves as an antonym to the market orientation and occurs in the form of a focus on the product itself, the emphasis on pushing a product to the market, regardless of the markets needs and the emphasis on the creation and innovation of the product without consideration of the market’s needs (Lewrick et al., 2011).
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Key Elements of Market Orientation on Malaysian SMEs Performance

Key Elements of Market Orientation on Malaysian SMEs Performance

Scaling for market orientation introduced by Kohli and Jaworski (1990) known as MARKOR with some illustrative examples by Li and Cheng (2005) were adopted and adapted for the study to measure three dimensions of the market orientations variables. The three dimensions derived were: (1) generation of market intelligence, (2) dissemination of information across the organization and (3) organization wide responsiveness toward the information. It measures customer orientation and coordinated marketing in the context of information perspectives. In addition to Kohli and Jaworski dimensions on market orientation that emphasize on market intelligence and information perspectives, the customer focus dimension employed for this study also were adopted and adapted from Gray et al., (1998) and Narver and Slater (1990). Organisational performance constructs measures the degree of perceived performance of the organisation over the last three years. It was measured with four items adapted from past studies measurement (Kaplan & Norton, 1992; Narver & Slater, 1990; Singh, 2004; Vorhies & Harker, 2000) using a six-point item scale. The pilot study was not carried out in this study since the measurements of the study were adopted from past established studies. Furthermore, as the organisation was employed as the unit of analysis for this study and the individual involved as respondents were the top management of the organization, it was very challenging to obtain data for the study.
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University Spin offs' Market Orientation Development

University Spin offs' Market Orientation Development

However, Roersen et al. (2013) challenged the validity of Narver and Slater’s (1990) MKTOR scale and, according to their study, were right to do so. While Roersen et al. (2013) found that the firms included in their study scored high on the MKTOR scale, they also found that the accompanying thoughts and behaviour did not match their high scores on the MKTOR scale. In fact, they argue that the found thoughts and behaviour represent a low or even lacking market orientation. Roersen et al. (2013) conclude that this mismatch is caused by the minimum level of marketing knowledge required by the respondents to give valid answers to the items on the MKTOR scale. Many of the respondents did not have much experience or education in marketing, and therefore, the scores did not represent the actual market orientation. The new constructs made in Narver et al. (2004) are based on the MKTOR scale, and are therefore also susceptible to this invalidity. Roersen et al. (2013) suggest to replace the Likert-scale in the MKTOR-scale with a semantic differential scale and to confront statements reflecting a market orientation with statements reflecting product, production, and sales orientations. Furthermore, since education and experience in marketing are also important factors, these should be included in the scale as well. The benefits of these adaptions will be that measuring market orientation will be more accurate, will be less dependent on knowledge of marketing terminology, and will decrease the bias caused by respondents’ perceptions. (Roersen et al. 2013).
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The Influence of Segmentation Variables on the Level of Market Orientation

The Influence of Segmentation Variables on the Level of Market Orientation

Market orientation is a concept which is generally little researched (Jaworski and Kohli, 1993). The first researchers that focused intensively on market orientation are Jaworski & Kohli and Narver & Slater. The researchers determined the high importance of market orientation by identifying a strong relationship between a company’s level of market orientation and its business performance (Jaworski and Kohli, 1993; Narver and Slater, 1990). Market orientation “refers to the organisation-wide generation of market intelligence, dissemination of the intelligence across departments, and organisation-wide responsiveness to it” (Jaworski and Kohli, 1993, p. 53). Instead of focusing on its own needs, market orientation helps to define the product from the perspective of the customer. The “intelligence generation” does not only include the expressed customer needs and preferences, but also “an analysis of exogenous factors that influence those needs and preferences” (Jaworski and Kohli, 1990, p. 4). “Intelligence dissemination” refers to what extent the different departments of the company use the intelligence and contribute to “responding effectively to [the] market” (Jaworski and Kohli, 1990, p. 5). The dissemination is important because it enables a shared basis for future actions by different departments. “Responsiveness” to market intelligence describes the actions taken in response to the generated and disseminated intelligence. According to Jaworski and Kohli (1990), all departments have
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Strategy, market orientation and performance: the political context

Strategy, market orientation and performance: the political context

We first develop the conceptual framework that will be used in this paper, grounded in configuration theory, and then demonstrate how the two aspects of strategic intent on the one hand, and organisational structure on the other, can be applied to the political context in the form of strategic political postures (SPPs; Henneberg, 2006b) and organisational political market orientation (PMO; Ormrod, 2005, 2011). Following from this, we integrate the political marketing literature and utilise qualitative and quantitative methods in order to assess the fit of theoretically derived ideal strategic profiles (i.e. the best possible fit between a given strategic posture and characteristics of political market orientation) with the actual organisational profile of a party. This fit (or misfit) is to impact on party performance. Finally, we discuss the implications of the results of our investigation for the academic and practitioner communities.
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Learning behaviour, market orientation and firm performance

Learning behaviour, market orientation and firm performance

There are four key constructs in the conceptual framework: (1) learning orientation (LO), (2) learning type market orientation (LTMO), (3) new product success (NPS) and (4) brand performance (BP). The design of the measures for Learning orientation (LO) utilised the well established 18 item Baker and Sinkula (1999) scale using a seven point semantic differential scale with bipolar labels „Strongly Disagree‟ and „Strongly Agree‟.

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Learning behaviour, market orientation and firm performance

Learning behaviour, market orientation and firm performance

scholars have found empirically valid links between brand performance and innovation (O‟Cass and Ngo, 2007; Grinstein, 2008) reflecting market driving behaviour. According to many scholars, it is the learning that forms the basis of market driving behaviours that will reshape market structures leading to more value for the customer and improved business performance (Jaworski et al., 2000; Engelen et al., 2010). Innovation tends to have a significant impact on market value and profitability because it makes brands radically stronger (Blundell et al., 1999). In a cross-sectional industry study of 180 organisations, O‟Cass and Ngo found that “market orientation and innovative culture enable organisations to achieve higher brand performance…[and]…that market orientation is a response partially derived from the organisation‟s innovative culture” (2007, p. 881).
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The Missing Interaction of Internal Market Orientation And Market Sensing On Innovation Capability

The Missing Interaction of Internal Market Orientation And Market Sensing On Innovation Capability

In general the results of this study reinforce a single perspective aligned with RBT and dynamic capability theory. The main hypothesis H1 inspects the optimistic interaction effects of IMO and MS on IC. The findings of the six sub hypotheses generated from H1 show the complementary results these two specific resources encompass on IC. This is because it is through market-sensing and customer-relating the valuable market information is brought into the firm and it can be used to encourage creativity within the firm(Racela, 2014).The positive interaction effect of IMO and MS suggest that the use of IMO heightens the impact MS has on IC. The results also reflect that the positive interaction effect provides an opportunity to the firms to develop ICand to increasebenefit in the marketplace. In effect IMO offer the reliable information about internal customers of organization which efficientlysupports in enhancing the MS efforts in generating market information to firm. In sum the approach of this study provide RBV to look at the value of coordination and integration or interaction between resources and capabilities that is regularly described in market orientation (Narver & Slater, 1990),(Song, et al., 2008),(Stam & Elfring, 2008), (Wang, 2008).
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Determinant And Barrier Of Market Orientation Toward Organization Performance In Food Industry Malaysia

Determinant And Barrier Of Market Orientation Toward Organization Performance In Food Industry Malaysia

First of all, I would like to express my deepest appreciation to Faculty of Technology Management and Technopreneurship (FPTT) in UTeM for providing this subject – Project undergraduate. This project has given me the opportunity to gain a deeper knowledge regarding to the topic I have chosen – market orientation. Without this subject, I would not have known that I have the capabilities to finish this project as the project undergraduate has always been known as the hardest project in university.

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Determinants Of, And Barriers To, Market Orientation And The Relationship With Business Performance Among SMES

Determinants Of, And Barriers To, Market Orientation And The Relationship With Business Performance Among SMES

The results of the relationships lend substantial support to the previous findings of Jaworski and Kohi (1996), Slater and Narver (1994) and Pelham (2000). These studies confirmed that market orientation has a significant positive effect on performance. Harris (2002) and Li et al. (2008) identified the existence of barriers to market orientation and determinants of market orientation. Although Zebal and Goodwin (2012) groups them together as antecedents of market orientation, their relationship with market orientation is identified. Deshpande and Farley (2004) state that market orientation provides a unifying focus for the efforts and projects of individuals and departments within an organisation in order to create superior value for customers, leading to superior performance. The effect of the determinants/enablers of market orientation and barriers to market orientation are also reflected in the model. In other words, market-oriented SMEs are more likely to succeed if they understand the underlying factors that impact their market-oriented strategies. The motivation is to enhance the value of the SMEs market oriented offerings to customers (determinants/enablers) and to lower the negative impact of the barriers.
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INFLUENCE OF MARKET ORIENTATION AND MARKETING MIX STRATEGY ON PERFORMANCE OF SMALL INDUSTRIAL MARKETING OF PROCESSED SEAWEED PRODUCTS IN SOUTH SULAWESI PROVINCE

INFLUENCE OF MARKET ORIENTATION AND MARKETING MIX STRATEGY ON PERFORMANCE OF SMALL INDUSTRIAL MARKETING OF PROCESSED SEAWEED PRODUCTS IN SOUTH SULAWESI PROVINCE

Expressly explained that the market orientation would improve marketing performance (Castro et al., 2010; Kirca, et al., 2010; Jain and Bhutia, 2010), but some studies have proven that the market orientation can improve marketing performance (Jaworski and Kohli, 1993; Selnes, et al., 1996; Pelham, 1997; Deshpande, et al., 2000, Harris, 2011). Besides, studies that examine the direct relationship between market orientation with the performance of the organization also has not been able to provide clarity on how to convert market orientation into the organization's performance (Langerak, 2003). Although some researchers have conducted research on market orientation on small businesses, but these studies are still very limited, especially with a background in developing countries (McLartey 2008; Adu, 2008; Kuada and Buatsi, 2009).
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