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Fine tuning market oriented practices

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  • Gray, Brendan

Abstract

Being more market oriented--in other words, getting closer to customers while keeping a wary eye on competitors in order to respond quickly and effectively to changing market conditions--has long been viewed as a key way of improving competitive advantage. However, there is still a lack of understanding about how to optimize the implementation of market oriented business strategies, particularly in the service sector. This article addresses that gap by investigating how customer and competitor focused practices can be fine tuned to create differential advantages. An in-depth qualitative study of professional, financial, and business service firms in New Zealand suggests that how well market oriented practices are implemented is much more important than the range of practices that are adopted.

Suggested Citation

  • Gray, Brendan, 2010. "Fine tuning market oriented practices," Business Horizons, Elsevier, vol. 53(4), pages 371-383, July.
    • Handle: RePEc:eee:bushor:v:53:y::i:4:p:371-383
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    References listed on IDEAS

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    1. de Chernatony, Leslie & Dall'Olmo Riley, Francesca, 1999. "Experts' Views About Defining Services Brands and the Principles of Services Branding," Journal of Business Research, Elsevier, vol. 46(2), pages 181-192, October.
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    Cited by:

    1. Byrne Jacqueline & Dwyer Tomás & Doyle Declan, 2018. "Understanding the layers of a market-oriented organisational culture," The Irish Journal of Management, Sciendo, vol. 37(1), pages 16-30.

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