The Performance Implications of Planning, Implementation, and Evolution of Firms' Customer and Competitor Orientations
Abstract
## Abstract Most studies of the market orientation-performance relationship are cross-sectional and use managerial surveys; this paper explores the impacts of customer and competitor dimensions of market orientation on an objective measure of financial performance, using a quasi-longitudinal analysis of archival and secondary data. The content analysis includes 150 SEC (U.S. Securities and Exchange Commission) filings by 75 firms that had undergone an initial public offering. The results show that customer orientation leads to superior financial performance, with the type of firm, managerial heterogeneity, and firm size as significant moderators. Surprisingly, competitor orientation does not relate positively to firm performance, nor are the moderating results significant.
Faculty Members
- Naveen Donthu - b Robinson College of Business, Georgia State University, Atlanta, GA
- Steve Henson - c Center for Professional Selling and Marketing, Western Carolina University, Cullowhee, NC
- Jeff Foreman - a School of Business Administration, Pennsylvania State University, Harrisburg, Middletown, PA
- Amit Poddar - d Franklin P. Perdue School of Business, Salisbury University, Salisbury MD
Themes
- competitor orientation
- financial performance
- customer orientation
- moderating factors in performance
- market orientation