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• W886332291 abstract "A firm with a strong market orientation, whose organizational culture values learning from customers and competition (Lam et al., 2010), is likely to enjoy high performance (Collins and Porras, 1994; Narver and Slater, 1990; Jaworski and Kohli, 1993). The importance of firm-level market orientation and the need for salespeople to effectively gather appropriate customer information in today's fast changing business environment was underscored by Zahra's (2008) study of entrepreneurial and market-oriented firms which suggested that market-oriented firms were better at capitalizing on emergent opportunities. orientation refers to organization-wide behaviors whose purpose is to understand customer needs, create value for the customer, and increase customer satisfaction (Narver and Slater, 1990). Firms that raised their market orientation earlier than their competition enjoyed a stronger sustainable competitive advantage (Kumar et al., 2011). However, firms with low market orientation may be more prevalent than firms with a high market orientation. This may occur especially in industrial goods companies, who may invest in salespeople as a larger part of their promotional budget than consumer goods companies. Avlonitis and Gounaris (1997) found that only 18.1% of industrial companies and 24.6% of consumer companies were market-oriented suggesting that industrial goods companies were less likely to build a market orientation and more likely to have a strong sales orientation. In these low market-oriented firms, there may be fewer incentives for salespeople to perform customer-oriented behaviors. The scarcity of market-oriented firms is due to the difficulty of making the changes necessary to reach greater market orientation (Gebhardt et al., 2006). High market turbulence and high technological turbulence often reduces the level of market orientation achievable (Song and Parry, 2009). This suggests that many salespeople find themselves in a firm with low market orientation. Are customer-oriented behaviors still valuable for these salespeople? The purpose of this study is to examine whether firm-level market orientation moderates the relationships between salesperson customer-oriented behaviors and performance, relative to other salespeople in the firm. orientation can be an individual-level construct (Day, 2000; Lam et al., 2010). All salespeople must perform some market relating behaviors, even if their firm has a low market orientation. All salespeople must, to some extent, listen to customers in order to gain marketing intelligence and must, to some extent, disseminate that information to others in the selling firm. Customer-oriented salespeople must go beyond those behaviors by encouraging others in the selling firm to work with them to uncover latent customer needs and help them diagnose customer problems and must work also to solve those problems in order to enhance the value of the product and increase long-term customer satisfaction. Since there is a positive relationship between firm-level market orientation and salesperson customer orientation (Siguaw et al., 1994), firms with a low level of market orientation would tend to have lower levels of customer-oriented behaviors. However, salespeople who adapt their behaviors, messages, and proposed solutions to the unique characteristics of the customer's situation should develop a deeper understanding of customer needs. Salespeople who diagnose and solve customer problems must also engage in extensive active listening to effectively produce successful outcomes from those consulting behaviors. These market relating behaviors are key to salesperson performance. Orientation Market orientation is the very heart of modern marketing management and strategy (Narver and Slater, 1990: 20). Since the seminal works of Narver and Slater (1990) and Kohli and Jaworski (1990), many scholars have examined facets of market orientation. …" @default.
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• W886332291 date "2013-12-22" @default.
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• W886332291 title "Does Salesperson Perception of the Firm-Level of Market Orientation Influence Sales Behavior and Performance Attributions?" @default.
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