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این مقاله علمی پژوهشی (ISI) به زبان انگلیسی از نشریه الزویر مربوط به سال ۲۰۲۲ دارای ۱۴ صفحه انگلیسی با فرمت PDF می باشد در ادامه این صفحه لینک دانلود رایگان مقاله انگلیسی و بخشی از ترجمه فارسی مقاله موجود می باشد.
کد محصول: M1266
سال نشر: ۲۰۲۲
نام ناشر (پایگاه داده): الزویر
نام مجله: Industrial Marketing Management
نوع مقاله: علمی پژوهشی (Research articles)
تعداد صفحه انگلیسی: ۱۴ صفحه PDF
عنوان کامل فارسی:
مقاله انگلیسی ۲۰۲۲ : آیا بازارگرایی کافی است؟ چگونه رقابت و تجربه صنعت بر رابطه بین بازارگرایی و عملکرد رضایت مشتری تأثیر می گذارد
عنوان کامل انگلیسی:
Is it enough to be market-oriented? How coopetition and industry experience affect the relationship between a market orientation and customer satisfaction performance
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Abstract
Although the advantages of a market orientation (the organisation-wide implementation of the marketing concept) are well-known, many smaller-sized (and under-resourced) companies struggle to satisfy their customers’ wants and needs. Therefore, grounded in resource-based theory and the relational view (as well as drawing upon an outside-in marketing perspective), this current study examines whether collaborating with competitors (coopetition) enhances the market orientation – customer satisfaction performance relationship. Based on a mixed methods research approach involving the New Zealand tourism and hospitality sector, the findings showed that while a market orientation positively impacts customer satisfaction performance, surprisingly, this association was negatively moderated by coopetition. A post-hoc test (via a three-way interaction effect) revealed that industry experience can stabilise the potentially harmful consequences of coopetition by allowing decision-makers to cooperate with suitable rivals (those that are trustworthy and target complementary product-markets) to help them achieve mutually-beneficial outcomes. In short, it is sometimes not enough to be market-oriented. Instead, owner-managers are typically best-served if they can coordinate a combination of activities featuring a market orientation, coopetition, and “appropriate” industry experience to create “synergistic” results.
Keywords: Market orientation, Coopetition Industry experience, Customer satisfaction performance, Resource-based theory and the relational view, Outside-in marketing
۱.Introduction
A “market orientation alone is not enough” (Rust, 2020, p. 3). A fundamental issue within the wider marketing literature surrounds how companies can satisfy their customers’ wants and needs (Kumar, Jones, Venkatesan, & Leone, 2011; Narver & Slater, 1990). A key driver of customer satisfaction performance has been examined through a market orientation, namely, the organisation-wide implementation of the marketing concept (Ngo & O’Cass, 2012; Ozturan, Ozsomer, & Pieters, 2014). That is, a market orientation is intended to help decisionmakers to develop “effective” marketing strategies by generating, disseminating, and being responsive to information about their customers and competitors (Cadogan, Souchon, & Procter, 2008). Nevertheless, the existing body of knowledge typically assumes that firms possess an adequate threshold of resources and capabilities that allows them to engage in performance-enhancing forms of a market orientation (Hunt & Morgan, 1995; Morgan, Vorhies, & Mason, 2009). However, scarce research addresses how owner-managers of some smaller-sized (and under-resourced) organisations might possess the desire to satisfy their customers’ wants and needs, but struggle to achieve such an objective with limited tangible and intangible assets (Baker & Sinkula, 2009; Miles, Gilmore, Harrigan, Lewis, & Sethna, 2015)…
۷.Implications for decision-makers
This current study offers the following implications for decisionmakers. Owner-managers in smaller-sized organisations should collect, analyse, and respond to information about their customers and competitors, as this market intelligence can help them to satisfy the wants and needs of their end-users. More importantly, while cooperating with competitors may have certain benefits, there are prominent challenges associated with these actions if they are not managed “effectively”. This includes the risks of tensions (like diminishing trust), lost business secrets, and diluted unique selling points. There can be harmful performance consequences if owner-managers “ineffectively” engage in coopetition in an attempt to enhance their customer satisfaction performance. There are instances where collaborating with rivals can be rewarding. Specifically, decision-makers should utilise knowledge pertaining to their sectors (i.e., information about customers and competitors) to work with rivals that will mitigate the chances of these negative outcomes and increase the prospects of successfully implementing market-led activities. In practice, owner-managers are typically advantaged if they have been working in a sector for a long time (and this may include localised clusters depending on the industry context). This is because they have probably learned about how to (and how not to) operate successfully within their markets…
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