Business Performance, Market Orientation and the Firm’s Attitude Arie Maharshak, Ort Braude Engineering College, Israel David Pundak Ort Braude Engineering.

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Presentation transcript:

Business Performance, Market Orientation and the Firm’s Attitude Arie Maharshak, Ort Braude Engineering College, Israel David Pundak Ort Braude Engineering College, Israel Kinneret College, Israel

Business Performance Profits Market share Growth rate Innovation leadership New Markets Solid Portfolio Business Co-operations

Market Orientation according to the scientific approach Market Segmentation Target Market Customers’ Needs Market Research Differentiation Positioning Firm’s Concept and Attitude

Naïve vs. Scientific ScientificNaïve Understanding customer needsThe firm knows better what the customer needs A different product for each segment One product fits everybody The firm tailors a “custom made” product The client buys a shelf product A satisfied customer ensures the firm’s long term prosperity Good sellers ensure the firm’s long term prosperity MarketingSelling

The Research Goal Developing a diagnostic tool for evaluating a firms’ attitude in terms of market orientation

The development method Collecting layman vs. professional typical statements regarding marketing. Design a preliminary diagnostic tool: –Questionnaire's structure - multiple selling/marketing statements –Tool’s validation by peers –Tool’s reliability

Main aspects of the diagnostic tool 1.Concentration on customer needs. 2.Planning tool in the organization. 3.Inborn versus acquired ability. 4.Work ethic in the organization. 5.Promoting sales. 6.Ongoing commitment.

Research Diagnostic Tool - illustrative statements RankStatementNo In order to succeed in marketing, it is necessary to understand what the customer wants In a firm’s work plan, marketing dictates timetables for the other departments Good marketing is seen mainly in the sales representative’s abilities When planning a new product, you should first check with the firm’s engineers to see if they like it. 4

Identifying the firms’ decision-making group Interviewing: –directors –managers –workers –secretaries Identifying the 5-8 decision-makers of the firm.

Implementation Identifying a firm’s decision-making group Administrating the diagnostic tool to this group. Data analysis Firm’s diagnosis in terms of market orientation rate

Demonstrative Findings: individual level

Current Status: firm’s level Crystallizing mathematical model, for processing the decision makers individual views in order to get the MO rate of the firm.

Future research - Prognosis Individual level Firm’s level

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