Market Orientation

E-commerce not only has tremendous potential for growth but also poses unique challenges for both incumbents and new entrants. By examining drivers of firm performance in e-commerce from a capabilities perspective, the authors conceptualize three firm capabilities that are critical for superior firm performance in e-commerce: information technology capability, strategic flexibility, and trust-building capability. The extent and nature of market orientation is conceptualized as a platform for leveraging e-commerce capabilities. The authors test the effects of e-commerce capabilities on performance (e.g., relative profits, sales, return on investment) using data from 122 e-brokerage service providers. The results indicate that information technology capability and strategic flexibility affect performance given the right market orientation.

Demand for agro-products tends to increase every year. However, agro-industry products in Indonesia does not have a good competitiveness. This is because of not optimal competitive strategy mapping indicated by unfavorable market orientation. Companies that have made the market orientation as the culture of the organization will focus on the external market needs, desires and market demand as a basis for preparing a strategy to compete for their respective business units within the organization and determine the success of the company. Competitive strategy should be designed to achieve continuous competitive advantage, enabling companies to dominate the market, old and new markets. Based on the above, the study aims to analyze the influence of market orientation in improving competitive strategy on Integrated Agro Industry in Indonesia. This research uses explanatory survey method, as it will explain the relationship between the variables studied. Collecting data in the study conducted by distributing questionnaires. While the method of data analysis used in this research is Structural Equation Modeling (SEM). Based on the survey results revealed that the market orientation of the positive and significant effect in improving the competitive strategy on Integrated Agro Industry in Indonesia. Meaning that the higher market orientation, the better competitive strategy applied by the company, so it will increase the competitiveness of industry which have an impact on better performance. Market orientation is an organizational culture that leads to the market. The starting point of a market orientation is market intelligence. Market orientation focused on understanding customer wants and needs of current and future. PRELIMINARY Changes in the global era characterized by rapid changes in IT and technology industries, has led to competition among industries and companies are becoming increasingly sharp. Companies that want to control or survive on the market must face Hypercompetition conditions are conditions which, according to Ireland, et.al. (2011) is a condition in which the assumption of market stability is replaced by instability and constant change. Achieve competitiveness on a company if the company managed to formulate and implement value creating strategy or the strategy of value creation (Ireland et al, 2011). A company is said to have a competitive advantage if the company is able to create greater economic value compared to its competitors. The economic value (economic value) is the difference between profit expectations (perceived benefits) received by the customers with the cost of production of goods or services consumed (Barney and Hesterly, 2010). Driving factors of competitive strategy is awareness, motivation and ability. Consciousness (awareness) is a prerequisite of all actions or strategic responses that are taken by the company, refer to the extent to which competitors recognize the degree of interdependence caused by market commonality and resource similarity (Nemati, et.al., 2010). Awareness will increase as companies in the industry have high levels of resource utilization high similarity of the types and quantities, as well as competing on the same markets. Consciousness or awareness will affect the extent to which companies understand the consequences of actions taken or strategic response. The above shortcomings awareness can encourage competition (competition) is excessive and negative impact on the performance of the entire competition. Companies that use the model of competitive rivalry to determine strategic action or action tactics that will be expected to help companies successfully build and use their capabilities and core competencies to achieve and maintain market position and will certainly be reflected in the company's performance.

In the past ten to twenty years, governments in various countries have introduced or reinforced market principles in their housing systems. As a consequence, social landlords should have increased opportunities to adopt a more market-oriented approach towards the management of their housing stock. Nevertheless, in many countries governments still have a substantial influence on the social rented housing sector. In this paper we analyse the influence of statutory regulations on the man- agement of the social rented housing stock in four European countries and in Australia, in order to assess to what extent these regulations help or impede the development of a market-oriented asset management. We carry out this analysis in four areas: rent setting, sale of dwellings, allocation of dwellings to tenants, and maintenance and renewal. After an explanation of the term 'market- oriented' in relation to asset management, we describe government restrictions to social housing managem...

and building materials exporters better understand the unique market segments A mail survey of Japanese post and beam builders was conducted to measure their that exist within Japan,s residential post level of ethnocentrism, market orientation, risk aversion, and price consciousness. The and beam constmction market, identify data were analyzed utilizing factor and cluster analysis. The results showed that Japa- where

Research emerging from different fields of organizational analysis has linked both market orientation and strategic human resource management (SHRM) to organizational performance. Although both concepts are premised on the management of organizational culture, no study has investigated their interrelationship or the dynamics between the two concepts and organizational performance. The findings of the paper suggest a direct link between market orientation and performance and indicate that the association between SHRM and performance is mediated by the extent of market orientation exhibited by the organization. Hence, it is argued that SHRM can be viewed as an antecedent to market orientation. These findings lead to a number of conclusions and implications for both theorists and practitioners. D

L'apparition récente de nombreux travaux sur les "services autour des produits" paraît témoigner de certaines transformations actuelles de l'économie et des modes de concurrence. L' "orientation-client" confère aujourd'hui aux services une fonction stratégique et non plus seulement annexe comme lorsqu'ils ne concernaient que l'après-vente. On peut ainsi, en s'appuyant sur une vaste revue de la littérature, mettre en évidence les objectifs désormais assignés par les entreprises aux services autour des produits.

Our paper summarizes several years ’ research experience in the field of customer satisfaction management. The key statement in our paper is that there is a need for further developing the classical customer orientation theory and the corporate practice based upon it. Moreover, there is a need for consequent realization of complex customer management strategy according to satisfaction-oriented approach. This paper takes an exploratory look at the methods of measuring customer-orientation and customer satisfaction as well as customer value to improve customer relationship and increase customer loyalty. Our customer satisfaction management model is developed based upon research findings of customer satisfaction measurement in different industries. This complex model with process orientation is unique in the literature.

Marketing academicians and practitioners have been observing for more than three decades that business performance is affected by market orientation, yet to date there has been no valid measure of a market orientation and hence no systematic analysis of its ...

Drawing on the resource-based view of the firm, this study addresses the dynamic capability-generating capacity of market orientation on firm performance. Whereas prior literature has examined environmental turbulence as a contextual condition shaping the market orientation-firm performance relationship, this study takes an internal approach by focusing on existing stocks of resources within the firm while controlling for environmental conditions. A conceptual model is developed that explains how market orientation can be transformed into dynamic capability when complemented by transformational (reconfig-urational) constructs, such as innovativeness. The empirical results support the authors— theory that the effect of market orientation on firm performance is strengthened when market orientation is bundled together with internal complementary resources, such as innovativeness. The authors discuss the findings in the context of varying stages of the product life cycle and at differen...

Market orientation has emerged as a significant antecedent of performance and is presumed to contribute to long-term success. To investigate the impact of this predictor, a meta-analysis was conducted and findings suggest that the relationship between market orientation and business performance is positive and consistent worldwide. One of the unique contributions of this research is a sample that includes studies conducted in 23 countries spanning five continents. The moderating effects of business objective (profit, not-for-profit), industry type (manufacturing, service), socioeconomic development [gross domestic product (GDP) per capita, Human Development Index (HDI)), and Hofstede's individualism cultural dimension] are examined. Stronger correlations between market orientation and business performance were found for not-for-profit compared to profit firms and service compared to manufacturing firms.