The moderating effects of market orientation and launch proficiency on the product advantage–performance relationship

The reinforcing effect of a firm's customer orientation and supply-base orientation on performance

“…Vice versa, a firm with a welldeveloped supply-base orientation may not fully capitalize on this asset when it lacks a customer orientation; i.e., without the proper and timely information and knowledge of customers' needs and trends, it cannot enhance its responsiveness. Nevertheless, we contend that customer orientation has to be developed because it is the driving asset that leverages the value of other strategic assets (Hsieh, Tsai, & Wang, 2008;Trainor, Rapp, Beitelspacher, & Schillewaert, 2011); this notion suggests that it directs supply-base collaborative actions that aim to enhance performance.…”

Introducing the religio-centric positional advantage to Indonesian small businesses

“…Therefore, the advantages which are attached to new products and new services outweigh those of the competitors. Researchers such as Cooper and Kleinschmidt (2000), Langerak et al (2004), Nakata et al (2006), Ledwith and O'Dwyer (2008) and Hsieh et al (2008) have found evidence of the effect that the product advantages is one of the drivers of success of new product marketing. The previously shown conceptual and empirical evidence have consistently demonstrated the positional advantages as the most important characteristic in explaining the performance of a company's marketing.…”

A survey of market orientation research (1995–2008)

“…While the majority of the performance measurements identified focused on macro level-business performance (Cravens & Guilding, 2000;Ogbonna & Harris, 2002; Santos-Vijande, Sanzo-Perez, AlvarGonzalez, & Vazquez-Casielles, 2005;Martin-Consuegra & Esteban, 2007), a more micro performance perspective is dealt with in several studies, for example, new product performance (Hsieh, Tsai, & Wang, 2008), financial performance (Lonial, Tarim, Tatoglu, Zaim, & Zaim, 2008), retail performance (Panigyrakis & Theodoridis, 2007), and specific brand performance (O'Cass & Ngo, 2007). Based on the concept of Siguaw, Brown, and Widing (1994), Piercy, Cravens, and Lane (2009) strongly argue that a market-oriented company would influence salespeople's selling behaviors and their performance.…”