Untitled

The Impact Of Market Orientation In Corporate Strategy On The Development Of New Products

“…Gatignon and Xuereb (1997) discovered, for instance, that companies with a strategic orientation towards technology advertised items that were more radical, less comparable to rival offerings, and offered more advantages. Considering their goal of creating new goods that generate fresh market prospects, technology-focused differentiators are probably going to take part in creative actions that are not specifically focused on customers or rivals (see Workman, 1993). Specifi cally, customers may not be a fruitful source of ideas for radical new products (Berthon, Hulbert, & Pitt, 1999); indeed, research suggests that a customer orientation may be harmful for innovation in such cases as it can stimulate myopia for new opportunities (Christensen & Bower, 1996).…”

“…According to a different manager from a company of a similar nature, "distinctive technology and quality matter most to us." Therefore, as Workman (1993) found in his extensive analysis of a company specializing in computer services, marketing's function in concentrated enterprises may be restricted. The reasoning put out by the managers we spoke with also sheds light on the reason why, as our study revealed, a relative emphasis on a focus strategy has a detrimental impact on new product activity.…”

“…This is because market orientation refers to the implementation of the marketing concept within the firm (Kohli & Jaworski, 1990). Considering that some have questioned the marketing function's role in the company's new product development (Workman, 1993) and that businesses must be both customer-and market-oriented (Christensen & Bower, 1996), our approach directly addresses a significant issue of business practice (Slater & Narver, 1998).…”