Service Brand Orientation and Firm Performance: The Moderating Effects of Relationship Marketing Orientation and Customer Orientation

2019 ◽  
pp. 233-250
Author(s):  
Raphael Odoom ◽  
Ernest Y. Tweneboah-Koduah
Keyword(s):  
Firm Performance ◽  
Relationship Marketing ◽  
Customer Orientation ◽  
Moderating Effects ◽  
Brand Orientation ◽  
Marketing Orientation ◽  
Service Brand

Market Orientation, Relationship Marketing Orientation, and Business Performance: The Moderating Effects of Economic Ideology and Industry Type

2005 ◽  
Vol 13 (1) ◽  
pp. 36-57 ◽  
Author(s):  
Leo Y.M. Sin ◽  
Alan C.B. Tse ◽  
Oliver H.M. Yau ◽  
Raymond P.M. Chow ◽  
Jenny S.Y. Lee
Keyword(s):  
Orientation Relationship ◽  
Market Orientation ◽  
Relationship Marketing ◽  
Business Performance ◽  
Mainland China ◽  
Cultural Dimensions ◽  
Moderating Effects ◽  
Industry Type ◽  
Marketing Orientation ◽  
Economic Ideology

This study examines how economic ideology and industry type moderate the impacts of market orientation and relationship marketing orientation on business performance. The authors collected data through a survey of firms in both Mainland China and Hong Kong. They selected these two economies because they have similarities in cultural dimensions and differences in economic dimensions. The authors find support for the moderating effect of economic ideology and industry type on the link among market orientation, relationship marketing orientation, and business performance.

Customer orientation and firm’s business performance

2016 ◽  
Vol 50 (12) ◽  
pp. 2162-2191 ◽  
Author(s):  
Sanja Pekovic ◽  
Sylvie Rolland
Keyword(s):  
Firm Performance ◽  
Market Orientation ◽  
Firm Size ◽  
Business Performance ◽  
Customer Orientation ◽  
Mediating Effect ◽  
Moderating Effects ◽  
Market Environment ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this study is to develop a better theoretical and empirical understanding of the causal and contextual mechanisms explaining the relationship between customer orientation and business performance. Design/methodology/approach A three-stage least squares model was used on a sample of 3,720 French firms with 20 or more employees. Findings By using a moderated mediation approach, it was found that the mediating effect of environmental customer innovation on the relationship between customer orientation and business performance under different contextual factors (market environment, firm size and sector of activity) can be significantly stronger or weaker. Research limitations/implications This analysis is restricted by the choice of one particular country, and further research should use data from other countries to develop a general understanding of the issues examined. Additionally, examining relevant mechanisms other than firm performance measures will advance the understanding of the customer orientation–firm performance linkage. Because of the fact that the majority of variables used are binary and that each survey was conducted in a particular situation and in a particular context, the picture portrayed could be biased. Because environmental issues not only concern consumers but also all other market actors, it would be highly useful to verify the obtained results using broader concepts such as Hult’s (2011) “market orientation plus” concept or the “sustainable market orientation” developed by Mitchell et al. (2010). Practical implications According to the results, to achieve market success and sustain a competitive advantage, managers must simultaneously invest in customer orientation and innovation performance. Additionally, managers should consider market environment, firm size and sector of activity as important contingencies in their decision of whether to invest in customer orientation. Originality/value This study makes an important contribution by opening up a “black box” and offers a deeper perspective on how and why customer orientation affects firm performance. In particular, rather than providing separate analyses of mediating and moderating effects, this study proposes a simultaneous analysis that reveals how and under what conditions customer orientation improves business performance.

Business Orientation of Indian Consumer Banking

2012 ◽  
Vol 13 (3) ◽  
pp. 481-507 ◽  
Author(s):  
Gurjeet Kaur ◽  
Shruti Gupta
Keyword(s):  
Market Orientation ◽  
Relationship Marketing ◽  
Customer Orientation ◽  
Jammu And Kashmir ◽  
Marketing Orientation ◽  
National Bank ◽  
Indian Consumer ◽  
Indian Banks ◽  
Business Orientation

The study analyzes the overall business orientation of Indian consumer banks by examining five important business philosophies, namely, production orientation, selling orientation, customer orientation, market orientation and relationship marketing orientation. It throws light on the extent to which each business orientation is followed by Indian banks. All the 39 branches of Jammu and Kashmir Bank Pvt. Ltd (JKB), 13 of State Bank of India (SBI) and 17 of Punjab National Bank (PNB) functioning in Jammu city respectively were contacted. The study found that Indian banks are purely customer oriented and had not yet fully implemented a market orientation philosophy. Moreover, they are not following relationship marketing philosophy, which is the need of the hour and it is imperative for banks to focus on developing long-term relationships with their customers. Further, the two business philosophies, namely, production orientation and selling orientation show insignificant impact on the overall business orientation of Indian banks. Therefore, bank management should concentrate equally on technology and an effective promotional mix. Moreover, they should rethink customer-oriented strategies according to the changing competitive environment and simultaneously think of a market orientation philosophy. Further, management should focus equally on four components of relationship marketing, namely, trust, commitment, loyalty and customer retention.

The Moderating Effect of Environmental Variables on the Entrepreneurial and Marketing Orientation of Entrepreneur-led Firms

1997 ◽  
Vol 22 (1) ◽  
pp. 47-58 ◽  
Author(s):  
Richard C. Becherer ◽  
John G. Maurer
Keyword(s):  
Firm Performance ◽  
Organizational Performance ◽  
Empirical Evidence ◽  
Entrepreneurial Orientation ◽  
Environmental Variables ◽  
External Environment ◽  
Moderating Effects ◽  
Marketing Orientation ◽  
Relationship Of ◽  
The Relationship

A firm's marketing orientation and entrepreneurial orientation intuitively should relate to organizational performance. Considerable theory can be found concerning the causes and consequences of each orientation as well as their relationship, but little empirical evidence exists, especially for small-firm samples. This paper examines the relationship between the two concepts and how this relationship is moderated by the firm's external environment. In addition, the relationship of marketing orientation and entrepreneurial orientation to firm performance and the moderating effects of the environment on these two relationships are examined. The sample consists of entrepreneurs, defined as those individuals who have started or purchased a small business, and who are still leading the business they started or purchased.

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