An Empirical Study Of Market Orientation In The Life Insurance Industry In South Africa

Saini, Yvonne; Mokolobate, Kenosi N.

doi:10.19030/jbcs.v7i4.5438

Cited by 3 publications

(3 citation statements)

References 32 publications

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“…These three critical corporate behaviours of MOcustomer orientation, competitor orientation, and inter-functional coordination -depict germane MO culture for market success (Narver and Slater, 1990;Wang et al, 2012;Long, 2013). Narteh (2013) notes that behaviours like gathering and analyzing market data enables firms to fully appreciate and satisfy customers and competitors effectively (Saini and Mokolobate, 2011).…”

Section: Marketing Orientationmentioning

confidence: 99%

Marketing and entrepreneurial success in emerging markets: the nexus

Dzogbenuku

Keelson

2019

APJIE

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Purpose This paper aims to examine the interconnection between marketing and entrepreneurship among small and medium scale enterprises in emerging markets. Design/methodology/approach Quantitative data were obtained from 113 micro, small and medium scale enterprises (SME) into services, manufacturing and agriculture selected conveniently within the Tema metropolis, a harbour city in Ghana; however, purposive sampling was used to choose owners and managers as respondents pre-occupied with marketing and entrepreneurial roles. These voluntary informants have operated between 4 and 9 years. Findings The study reveals a significant relationship between five dimensions of the study including market orientation and entrepreneurial success; customer orientation and entrepreneurial success; competitor orientation and entrepreneurial success; intelligence generation; and entrepreneurial success, including information dissemination and entrepreneurial success. Research limitations/implications Blending marketing with entrepreneurial initiatives has the propensity to accelerate success for wealth and job creation for national development especially in emerging markets where poverty and under development abounds. Adoption of basic marketing principles enables local entrepreneurs to become vehicles for social re-engineering and for rapid socio-economic growth, which ultimately affects lives at the local level. The study was limited to opinion of SME managers and owners of a harbour city. Practical implications Application of basic marketing principles influences entrepreneurial success in emerging markets (EMs) highlighting opinions of managers and owners of SMEs strategy warranting attention of stakeholders. Thus, the study validates theoretical model of how prudent marketing and entrepreneurial attitude contributes entrepreneurial success. It also provides a new perspective on marketing principles and success in emerging markets. Social implications Consciously incorporating basic marketing principles into operations of MSMEs will impact performances; hence, social lives of entrepreneurs will be affected positively. Originality/value This study being among the few in sub-Saharan Africa highlights how application of marketing principles to entrepreneurial operations is a vital role in growing local MSMEs unto the world stage. Therefore, blending basic marketing principles with entrepreneurial initiatives will accelerate wealth and job creation and national development to achieve the world's sustainable development goals aimed at reducing poverty.

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Section: Marketing Orientationmentioning

confidence: 99%

Marketing and entrepreneurial success in emerging markets: the nexus

Dzogbenuku

Keelson

2019

APJIE

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“…Dessa forma, as pesquisas sobre OM que fazem referência à integração interfuncional focam principalmente naquele componente da escala que tem ou não impacto no desempenho organizacional (e.g. Siu & Wilson, 1998;Saini & Mokolobate, 2011;Oswald, Bretten & Engelen, 2012;Sekliuckiene & Langviniene, 2014), mas aprofundam pouco sobre a maneira como esta última é operacionalizada. Há pesquisas sobre OM que destacam a integração interfuncional, ou alguns fatores de integração específicos, como: liderança dos gestores (Menguc & Auh, 2008;Qu, 2012), comprometimento dos trabalhadores (Kahn, 2001), sistemas de recompensas orientados para o mercado Qu, 2012) e do uso adequado da informação dos clientes e outros grupos de interesse para a organização (Lascu et al, 2006;Chang & Yeh, 2009;.…”

Section: Problematizaçãounclassified

“…A relevância de cada componente da OM dependerá das prioridades da organização, por tanto, a OM deve ser analisada levando em consideração cada um de seus componentes, e não como uma escala de uma única dimensão, de tal modo que o impacto de cada no desempenho organizacional é diferente Saini & Mokolobate, 2011); e os antecedentes -II, sistemas de recompensas e o apoio dos top managers -possuem um impacto relevante no estabelecimento de estratégias de OM . Por outro lado, Siguaw e Diamantopoulos (1995) encontraram que II não é um componente fundamental da OM para o setor de empresas de comunicação e imagem; além disso, identificaram problemas na escala de Narver e Slater (1990).…”

Section: Om E Culturaunclassified

Análise dos processos de integração interfuncional em organizações orientadas para o mercado : um estudo na Costa Rica e no Brasil

Oviedo¹

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Market orientation is a strategic perspective looking for knowledge generation and dissemination about context, to satisfy market needs. This market needs satisfaction must be searched through responsive strategies, involving the participation of several functions and hierarchical levels for the generation of market intelligence. Hence, market orientation occurs through interfunctional processes looking for attending market needs through information obtained from: competitors, consumers, customers, shoppers and suppliers. On the other hand interfunctional integration is about the efforts and tasks with active participation of many functions or departments of an organization, looking for the generations of improving results through perceptions union with formal and informal integration factors. Literature shows interfunctional integration as an antecedent for market orientation, and a list of nine market oriented integration factors. Nevertheless, these studies do not show how interfunctional integration is operationalized in the organizations in order to achieve market orientation. This research has the objective of analyzing how interfunctional integration process helps organizations to adopt market orientation strategies, on the Latin American Foods Industrial Sector. To do this, a Multi-Case study was conducted in Costa Rica and Brazil, with two market oriented firms. A total of 24 in depth interviews were realized between June and October 2016, with managers and supervisors from diverse departments such as marketing, commercial, logistics, finance and human resources. Moreover, for triangulation, integration level of the organizations was evaluated though a quantitative scale. Results show that both organizations have market oriented integration processes, as contact points involving more than three departments, to improve responsiveness. These processes are: innovation launch, products and service delivery, claims solution and innovation and improvements projects for a stronger market orientation. These processes require integration factors to help the achievement of results related to market orientation: responsiveness, market intelligence dissemination and customer satisfaction. Seven theoretical propositions are presented, with the aim of increasing elements to the knowledge of the operationalization of market orientation on organizations, through interfunctional integration.

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Market Orientation and Corporate Performance of Insurance Firms in Nigeria

Ogbonna¹,

Ogwo²

2013

IJMS

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The study examined the effect of market orientation on corporate performance of insurance firms in Nigeria. The specific objectives of the study include determining how the various indices of market orientation like customer orientation, competitor orientation and inter functional coordination have influenced the corporate performance of these insurance firms. This study adopted a survey research methodology to examine the market orientation strategies of insurance firms in an attempt to attain their desired performance potential. The hypotheses in the study were tested using Spearman's Rank correlation coefficient (r), multiple regression and partial correlation analyses to determine the strength of relationships and effects of dependent/independent and moderating variables respectively. Fifty two respondents of the insurance firms indicated that there was a positive relationship between market orientation and corporate performance in the insurance industry. The result also revealed that age of the firm and market information system has weakly moderate the relationship. The research findings show that the insurance firms that engage in market orientation recorded progress while those that have not applied this strategy experience low performance. We conclude that only the combination of customer focus, competitor focus and inter functional coordination can drive performance. This study, therefore, is of the view that insurance firms operating in Nigeria should emphasize market orientation if their objectives are to enhance their corporate performance.

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An Empirical Study Of Market Orientation In The Life Insurance Industry In South Africa

Cited by 3 publications

References 32 publications

Marketing and entrepreneurial success in emerging markets: the nexus

Marketing and entrepreneurial success in emerging markets: the nexus

Análise dos processos de integração interfuncional em organizações orientadas para o mercado : um estudo na Costa Rica e no Brasil

Market Orientation and Corporate Performance of Insurance Firms in Nigeria

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