Marketing academic essay

"What is marketing orientation? How might the adoption of marketing orientation differ between public, not-for-profit, and private sector organisations? Introduction Market orientation can vary due to many implications and factors. Therefore, the indications of appropriate market orientation measure is expected to be different regarding due to the different sectors and cultural contexts (Deshpaande et al (1999). Marketing orientation can be viewed in many different perspectives and can take from in decision making, market intelligence, culturally based, behavioural, strategic and customer orientation. Market orientation is an important marketing strategy and is evidently used to sustain and improve a firm's performance in many organisations. These organisations include public, not-for-profit and private sector organisations. The construction industry is one broad and multiverse example that is significant in this scenario and will be demonstrated throughout with the extensive knowledge and experience gathered. This is one of the broadest and most lucrative fields worldwide, thus constantly changing with standards and expectations becoming more stringent as the industry is complex and particulate. Moreover, marketing is adopted in this field as the ultimate goal of many developers and business owners is to increase the economic prosperity of their development as it is crucial to create a different approach in the dynamic and competitive industry. Through relevant areas of analysis in Metz and Kulik (2008) an evident analysis is presented, showcasing the modelling towards male hegemonic and feminine culture in the construction industry.
Market Orientation Market orientation has been researched and constructed into many versions. Two very distinct versions are demonstrated by Kohil and Jaworski (KJ) (1990) who focuses more on the role of market intelligence and Narver and Slater (NS) (2000) who focuses more on understanding and responding to customers and competitors. KJ defines market orientation to be the " the organization wide generation of market intelligence pertaining to current and future customer needs, dissemination of the intelligence across departments, and organisation wide responsiveness to it." Likewise, to NS's version, however expressed differently as the orientations are all about understanding and responding to competitors as well as customers. This is maintained through a coherent and coordinated approach to responsiveness supported by the inter-functional coordination of both KJ and NS opinion and study of market orientations. FIGURE 1. Model: Alternative Research Hypotheses Figure 1 demonstrate the constructive measures and data collection which helps understand and investigate the relationship as well as the process between market orientation, organisational commitment and performance in all sectors. This is highlighted throughout. Although the market orientation for public, not-for-profit and private sector organisations varies, there are similarities, therefore linking them competition within the industries. Within every organisation, the influence of customers, competitors and external stakeholders as well
as internal influences and employees is a crucial factor that an organisation must balance (Drummond 2000). This implements the necessity of groundwork within the organisations and the implementations required to be laid for any given organisations market orientation to develop in order to achieve a competitive advantage. All sectors display requisite traits demonstrating key attributes of effective customer focus, which are further impacted and inclusive of particular organisational processes and managerial behaviour. Likewise, learning traits are displayed throughout conducting operations opposing the simplicity of compliance towards any given activity within the tendency of control mechanism. The criteria of this for any sector can be achieved though meaningful interactions between employees. This achieves a successful strategy towards market orientation as the strategy is implemented in the field. Challenges are faced across all three organisations, including the 'unwilling customer' (Reid 2008). Public Organisations There are many recent examples which incorporate the public sector and the impacts of market orientation. The public sector includes government services and public related goods, including public education and transport, infrastructure, health care and work relating to the government as well as the individuals and groups working for the government. Cervera (2001) demonstrates the significance in the public sector and how the main elements of market orientation are shown to be valid and implemented within the public organisations. One vivid and most resent example to date is evident within the recent pandemic of Covid 19, which is still implied and impacting all organisations in every sector today. Market orientation is shown in this through some initiative included by health care as the importance of researching and implementing factors throughout the pandemic to identify the needs and
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