Strategic positioning, timing of entry, and new product performance in business-to-business markets: do market-oriented firms make better decisions?

Guo, Chiquan; Wang, Yong J.; Hao, Andy Wei; Saran, Anshu

doi:10.1080/1051712x.2018.1424690

Cited by 21 publications

(31 citation statements)

References 83 publications

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“…But this risk can be eliminated if a market-oriented approach is linked with new product development for product-focused businesses. On a contrary, Guo et al (2018) claimed with the help of empirical evidence that market orientation only helps in establishing the new product's positional strength and does not guarantee the effectiveness of new product performance in the B-to-B context. This shows that the degree of market orientation might not completely justify the product performance in the long run.…”

Section: Market-orientation and Product-focused Businessesmentioning

confidence: 99%

A review of businesses that focus on markets vs. businesses that focus on products in association with market orientation

Reidhead

2020

TSSJ

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A white paper written on building market-focused businesses reported that organizations which are market-focused primarily set their competitive advantage by delivering superior value beneficially to their target customers alongside thriving in their financial performance. However, this conclusion was made only for market-focused businesses, but we believe that the same applies to product-focused businesses in light of the research which can be related to such a strategic approach. In this review, we discuss the two forms of business philosophies; the first is market-focused business philosophy which is primarily concerned with satisfying customers and market needs, and the second, a product-focused business philosophy is concerned with leading through the innovation of the core offerings of an organization. Surprisingly, both these strategic options have so far not been widely explored comparatively in the available literature. Regardless, we propose that both have a relationship with a certain degree of market orientation that can help to solve the mystery regarding which strategic option is superior over another. This relationship further needs to be tested with empirical evidence to help the managers so they can guide the right strategic direction of the company. Furthermore, it is suggested that strategic focus in crisis situations also need to be further analyzed with regard to product-focused and market-focused businesses.

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Section: Market-orientation and Product-focused Businessesmentioning

confidence: 99%

A review of businesses that focus on markets vs. businesses that focus on products in association with market orientation

Reidhead

2020

TSSJ

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“…Furthermore, the SFMC investigation allows a broad understanding of the organization's ability to deal with the sales area (Guenzi et al, 2016), which may assist managers in their decisions regarding resource allocation. However, although sales are everyday activities, there is still little understanding of how to manage the sales force to achieve performance (Guenzi et al, 2016), mainly when it regards to financial results (Guo et al, 2018;Mamun et al, 2018). Thus, this study also aims to verify the mediating role of SFMC in the relation between MO and FP.…”

Section: Introductionmentioning

confidence: 99%

“…Market orientation (MO) has been investigated in marketing literature mainly because of its contribution to organizational performance (Kohli & Jaworski, 1990;Narver & Slater, 1990;Thornton, Henneberg & Naudé, 2015;Guo, Wang Hao & Saran, 2018). The core concept of MO is to seek information about customers and competitors, and other environmental forces, to make organizational decisions more appropriate (Kohli & Jaworski, 1990;Guo et al, 2018;Mamun, Mohiuddin, Fazal & Ahmad, 2018). However, despite many studies regarding MO, there is no complete understanding of its influence on financial performance (FP) (Guo et al, 2018;Mamun et al, 2018) For this reason, it is necessary to understand this process in a more detailed way.…”

Section: Introductionmentioning

confidence: 99%

“…The core concept of MO is to seek information about customers and competitors, and other environmental forces, to make organizational decisions more appropriate (Kohli & Jaworski, 1990;Guo et al, 2018;Mamun, Mohiuddin, Fazal & Ahmad, 2018). However, despite many studies regarding MO, there is no complete understanding of its influence on financial performance (FP) (Guo et al, 2018;Mamun et al, 2018) For this reason, it is necessary to understand this process in a more detailed way.…”

Section: Introductionmentioning

confidence: 99%

“…On the one hand, some studies suggest a positive relation between MO and organizational performance (Guo et al, 2018;Mamun et al, 2018). Similarly, the development of marketing capabilities may enhance this relation, since by shaping firm's strengths, they become more competitive (Morgan, Vorhies, & Mason, 2009).…”

Section: Introductionmentioning

confidence: 99%

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The mediator role of sales force management capability on the relation between market orientation and financial performance

Rodrigues

Maior

Moreno

et al. 2020

TPA

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Purpose: This study demonstrates that sales force management capability (SFMC) is a driver to financial performance when influenced by marketing orientation. Wherefore, the researchers explore how each SFMC ́s dimension (salesforce structuring, talent management, and customer targeting) contributes on the relation between MO and financial performance. Methodology: A survey (n=223) was applied in Information and Communication Technology (ICT) companies in Brazil. Structural equation modeling allowed us to understand how the sales management forces capability ́s dimensions influence the relation between market orientation and financial performance intensity. Findings: It is demonstrated that MO influences the three SFMC capability dimensions (salesforce structuring, talent management, and customer targeting), mainly customer targeting and talent management. Furthermore, it is shown that the relation between MO and financial performance is mediated by SFMC capability. Theoretical contributions: This study contributes to the marketing literature by showing that MO may be applied jointly to SFMC in order to improve performance. Furthermore, it is demonstrated that SFMC to enhance financial performance. Consequently, this study promotes a better understanding of the process in which MO may be related to SFMC, and how each specific dimension of SFMC influences financial performance. Practical contributions: Marketing managers and sales managers should sharing information about the market to achieve better financial results and competitive advantage. Also, practitioners should use market information strategically to segmenting and positioning sales force. In addition to customers, competitors, and environmental forces, petitioners should make an effort to manage their organizational resources better. Firms should use market information to improve performance and engage marketing managers to support sales investment.

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Hustle for survival or bustle for revival: Effects of Guanxi orientation and order of entry for China's electronic business ventures

Zhou

Niu

Wang

et al. 2021

Industrial Marketing Management

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Strategic positioning, timing of entry, and new product performance in business-to-business markets: do market-oriented firms make better decisions?

Cited by 21 publications

References 83 publications

A review of businesses that focus on markets vs. businesses that focus on products in association with market orientation

A review of businesses that focus on markets vs. businesses that focus on products in association with market orientation

The mediator role of sales force management capability on the relation between market orientation and financial performance

Hustle for survival or bustle for revival: Effects of Guanxi orientation and order of entry for China's electronic business ventures

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