Upaya Meningkatkan Keberhasilan Usaha Industri melalui Implementasi Konsep Pemasaran

2011 ◽  
Vol 1 (1) ◽  
pp. 99
Author(s):  
Siti Noor Hidayati
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Customer Orientation ◽  
Marketing Concept ◽  
Multiple Correlation ◽  
Vital Importance ◽  
Corporate World ◽  
Marketing Function ◽  
Competitor Orientation ◽  
Test Result

<span><em>These days corporate world faces tight competition, so that </em><span><em>marketing function in company become of vital importance. One of the </em><span><em>strategies to interrogate that by using marketing concept. Implementation of </em><span><em>marketing concept that is market orientation, consist of customer </em><span><em>orientation, competitor orientation and inter function coordination, and also </em><span><em>competitive advantage will improve efficacy of industrial effort. </em><span><em>Research on 50 respondent of batik industry in Yogyakarta showed that </em><span><em>customer orientation, competitor orientation, inter function coordination and </em><span><em>competitive advantage proven improve efficacy of industrial effort by </em><span><em>significant, both all variable (F-test) and also partially (t-test). Result of </em><span><em>multiple correlation very strong (R = 0.92), most dominant variable is </em><span><em>customer orientation (highest r</em><span><em>2</em><span><em>).</em></span></span></span></span></span></span></span></span></span></span></span><br /></span></span></span>

scholarly journals Market Orientation, Competitive Advantage and Marketing Performance of Small Medium Enterprises (SMEs)

2020 ◽  
Vol 23 (1) ◽  
pp. 19
Author(s):  
Astrid Puspaningrum
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Structural Equation ◽  
Customer Orientation ◽  
Small And Medium Enterprises ◽  
Equation Modeling ◽  
Marketing Performance ◽  
Competitive Prices ◽  
Competitor Orientation ◽  
Medium Enterprises

This study aims to analyze competitive advantage as a variable that mediates the effect of market orientation on marketing performance. This research population is 113,000 SMEs (Small And Medium Enterprises) located in Malang City, which are engaged in food processing, handicrafts, and clothing business units with an observation sample of 100 SMEs. The data analysis technique used in this study is Structural Equation Modeling. The results of this study indicate that SMEs' performance will increase if they can carry out processes and activities related to creating and satisfying customer needs. Besides, market-oriented SMEs contribute to competitive advantage by creating product uniqueness, product quality, and competitive prices, ultimately affecting the performance of SMEs. In order to improve SMEs' performance, efforts must be made to develop marketing strategies, such as paying attention to market orientation, focusing on customer orientation, competitor orientation, and inter-functional coordination, and developing or innovating new products.

scholarly journals ORIENTASI PASAR PADA UD. BINTANG LIMA PRODUK KACANG TELUR DI KOTA TOMOHON

2016 ◽  
Vol 12 (2A) ◽  
pp. 1
Author(s):  
Steriany Maria Tulenan ◽  
Leonardus R. Rengkung ◽  
Joachim N.K. Dumais
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Value Creation ◽  
Customer Value ◽  
Customer Orientation ◽  
Primary Data ◽  
Survey Method ◽  
Mutual Cooperation ◽  
Competitor Orientation

The objective of this research is to determine the orientation of the market (customer orientation, competitor orientation and coordination between functions). This research conducted for three months, since February to April 2016. The data used in this research is the primary data taken using a survey method using a questionnaire that by distributing questionnaires to employees and manager. A questionnaire was used to determine the customer orientation, competitor orientation and coordination between functions. Based on the results of research conducted at the Five Star UD, it can be concluded that Five Star has captured the market orientation that is good with market orientation value of 64.31 persent. UD's market orientation on customer orientation is said to be good in that understanding of these UD on the wishes of customers, know what customers want, satisfaction and create value for customers. In the competitor orientation, this UD could respond to acts of competitors, competitive advantage to seize opportunities, and try to improve and find a strategy to fight its competitors. While in the coordination between functions, workers has contributed to the strategy of Five Star UD and the customer value creation, mutual cooperation among workers, and has understood the needs of customers so as to create satisfaction for its customers.

Role of market orientation in sustainable performance

Humanomics ◽  
2016 ◽  
Vol 32 (3) ◽  
pp. 352-375 ◽  
Author(s):  
Soheil Kazemian ◽  
Rashidah Abdul Rahman ◽  
Zuraidah Mohd Sanusi ◽  
Abideen A. Adewale
Keyword(s):  
Market Orientation ◽  
Structural Equation ◽  
Customer Orientation ◽  
Partial Least Square ◽  
Least Square ◽  
Three Dimensions ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
Competitor Orientation

Purpose Without prejudice to the efficacy of other poverty alleviation mechanisms, micro-financing arguably enjoys relative prominence. However, notwithstanding the remarkable loan repayment rate that the microfinance firms report, they still face the challenge of sustainability. The paper aims to provide insights into how three dimensions of market orientation, namely, customer orientation, competitor orientation and inter-function coordination, affect the two aspects of the sustainability of microfinance institutions (MFIs; management and financial). Design/methodology/approach To achieve this goal, this study focuses on Amanah Ikhtiar Malaysia (AIM), a leading microfinance provider which is also the largest MFI in South East Asia. Data elicited via a survey questionnaire administered on 190 management staff of AIM across Malaysia are subjected to statistical analysis via the partial least square-structural equation modeling using SmartPLS 2.0. Findings The results provide empirical evidences that indicate that management sustainability is significantly influenced by customer orientation and inter-function coordination. However, only customer orientation affects the financial sustainability of AIM. Nevertheless, competitor orientation has non-significant effects on both aspects of sustainability of AIM. Research limitations/implications The result of the paper contributes to the literature in understanding the long-term sustainable financial and social performance-based market orientation. Originality/value Findings are useful for policy makers, management of MFIs, practitioners and academics to enhance microfinance system. Managerial implications, limitation of the study and suggestions for future research are also included.

scholarly journals Accountability via social and financial performance of the hospitality sector: the role of market orientation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Soheil Kazemian ◽  
Hadrian Geri Djajadikerta ◽  
Saiydi Mat Roni ◽  
Terri Trireksani ◽  
Zuraidah Mohd-Sanusi
Keyword(s):  
Financial Performance ◽  
Market Orientation ◽  
Customer Orientation ◽  
Social Performance ◽  
Three Dimensions ◽  
Content Type ◽  
Top Managers ◽  
The Social ◽  
Competitor Orientation ◽  
Hospitality Sector

Purpose This study aims to examine the three dimensions of market orientation, namely, customer orientation, competitor orientation and inter-function coordination, which influence the accountability in the financial and social performance of tourism operators in large touristic cities. Design/methodology/approach In total, 95 usable questionnaires as the required data were collected from the top managers of four- and five-star hotels in Iran. Findings Partial least squares (PLS) results confirm that customer orientation and inter-function coordination influence both the financial and social performance of the hospitality sector yet reveal that competitor orientation has no significant relationship with social performance. Research limitations/implications These findings not only highlight the compatibility of PLS with various forms of statistical analyzes but also furthers the current understanding of hospitality networks in megacity economies, where literature are scarce. Practical implications The findings of this study can help policymakers, tourism associations and practitioners enhance the accountability and sustainable financial and social performance of the hospitality industry in megacities. This study proposes some unique measurements for the social and financial performance of the hospitality sectors. Originality/value The paper states some new measurements for the social performance of the hospitality sectors. In addition, measuring the impacts of market orientation on the financial and social aspects of hotels is totally unique.

Linking Market Orientation To Strategy Through Segmentation Complexity

2010 ◽  
Vol 8 (9) ◽  
Author(s):  
Mohammad Ali Zolfagharian ◽  
Angelica Cortes
Keyword(s):  
Market Orientation ◽  
Indirect Effects ◽  
Customer Orientation ◽  
Cost Leadership ◽  
Competitor Orientation

Relying on the cultural view of market orientation, we introduce segmentation complexity as a key mediator between market orientation (i.e., customer orientation and competitor orientation) and the strategies of differentiation, cost leadership, and innovation.  Customer orientation is positively related to segmentation complexity, differentiation, and innovation, and negatively to cost leadership.  Competitor orientation is positively related to all of these strategies.  The indirect effects of both customer and competitor orientation are mediated through segmentation complexity, which is positively related to differentiation and innovation, and negatively to cost leadership.

Measuring Market Orientation: Further Evidence on Narver and Slater's Three-Component Scale

2003 ◽  
Vol 93 (3_suppl) ◽  
pp. 1070-1072 ◽  
Author(s):  
Subhra Chakrabarty ◽  
Joseph N. Rogé
Keyword(s):  
Factor Analysis ◽  
Confirmatory Factor Analysis ◽  
Market Orientation ◽  
Random Sample ◽  
Customer Orientation ◽  
Factor Model ◽  
Mail Survey ◽  
Marketing Managers ◽  
Confirmatory Factor ◽  
Competitor Orientation

A mail survey of a national random sample of 2,000 marketing managers was conducted. The data provided by 222 respondents were analyzed to assess the dimensionality of Narver and Slater's 15-item measure of market orientation. A confirmatory factor analysis, using LISREL 8.53, provided support for each of the separate dimensions of customer orientation, competitor orientation, and interfunctional coordination. However, a combined 3-factor model of market orientation was not supported. Directions for research are suggested.

Development and Empirical Validation of Symmetric Component Measures of Multidimensional Constructs: Customer and Competitor Orientation

2008 ◽  
Vol 103 (1) ◽  
pp. 199-213 ◽  
Author(s):  
Hans Eibe Sørensen ◽  
Stanley F. Slater
Keyword(s):  
Market Orientation ◽  
Content Validity ◽  
Customer Orientation ◽  
Empirical Validation ◽  
A Posteriori ◽  
Symmetric Component ◽  
Step Procedure ◽  
Symmetrical Component ◽  
Average Variance ◽  
Competitor Orientation

Atheoretical measure purification may lead to construct deficient measures. The purpose of this paper is to provide a theoretically driven procedure for the development and empirical validation of symmetric component measures of multidimensional constructs. Particular emphasis is placed on establishing a formalized three-step procedure for achieving a posteriori content validity. Then the procedure is applied to development and empirical validation of two symmetrical component measures of market orientation, customer orientation and competitor orientation. Analysis suggests that average variance extracted is particularly critical to reliability in the re-specification of multi-indicator measures. In relation to this, the results also identify possible deficiencies in using Cronbach alpha for establishing reliable and valid measures.

scholarly journals Impact of Market Orientation Components on Organizational Performance of SMEs. The single-industry approach " Food and Beverage Sector"

2021 ◽  
Vol 8 (5) ◽  
pp. 504-516
Author(s):  
Akram Abdulsamad ◽  
Noor Azman ALI ◽  
Anuar Shah Bali Mahomed ◽  
Haslinda Hashim ◽  
Abdulwahab Jandab ◽  
...  
Keyword(s):  
Organizational Performance ◽  
Market Orientation ◽  
Latent Variables ◽  
Latent Variable ◽  
Structural Equation ◽  
Customer Orientation ◽  
Equation Model ◽  
Food And Beverage ◽  
Competitor Orientation ◽  
Main Components

This study examines the direct effect of the three main components of the market orientation on the organizational performance of SMEs in Yemen. Four variables are used in the research, are competitor orientation, customer orientation, and inter-functional coordination, as the exogenous latent variables, whereas organizational performance, as the endogenous latent variable. The quantitative approach is applied in this study with causal and descriptive research. The single-sector method is adopted, is the food and beverage sector, by using random sample sampling, the sample size was 640 managers/owners. only 459 samples were valid to conduct the analysis by using the Structural Equation Model (SEM) in SmartPLS Software version 3.0. The findings of the study reveal that the three main components of the market orientation have a positive and significant impact on SMEs' organizational performance. However, the effect size of customer orientation on organizational performance was more than competitor orientation and inter-functional coordination.

scholarly journals Market Orientation And Performance: Does Organizational Strategy Matter?

2011 ◽  
Vol 18 (1) ◽  
Author(s):  
Kamalesh Kumar ◽  
Ram Subramanian ◽  
Karen Strandholm
Keyword(s):  
Firm Performance ◽  
Market Orientation ◽  
Customer Orientation ◽  
Positive Impact ◽  
Low Cost ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Competitor Orientation ◽  
Cost Leadership Strategy

Data from a survey of 159 hospitals was used to test the relationship between market orientation and firm performance for low cost and differentiation strategies. Hospitals pursuing a differentiation strategy had stronger market orientation than those pursuing a cost leadership strategy. Market orientation had a more positive impact on the performance of organizations pursuing a differentiation strategy than on those pursuing a cost leadership strategy. In the cost leader group, the inter-functional coordination component of market orientation significantly affected firm performance, while in the differentiator group the customer orientation and competitor orientation components of market orientation had significant impact on performance. The implications of these findings for managers also are discussed.

scholarly journals PENGARUH ORIENTASI PELANGGAN DAN ORIENTASI PESAING TERHADAP INOVASI PASAR DAN PERTUMBUHAN PENJUALAN PERUSAHAAN MAKANAN DI SURABAYA

2017 ◽  
Vol 14 (3) ◽  
pp. 271
Author(s):  
Wahyudiono Wahyudiono
Keyword(s):  
Path Analysis ◽  
Market Orientation ◽  
Customer Orientation ◽  
Analysis Tool ◽  
Sales Growth ◽  
Test Results ◽  
Complete Enumeration ◽  
Industrial Estate ◽  
Competitor Orientation

The aim of the study  is to examine  the effect of market orientation and competitor orientation to market  innovation and sales growth, and the effect of market innovation to the sales growth of food Companies in Surabaya. The population of the study is all big food companies, which are operated until the end of 2008, and located in Surabaya Industrial Estate Rungkut (SIER). This research employs complete enumeration since the number of population is relatively small (23 food  companies), whereas the analysis tool is path analysis. The test results indicate that: market orientation has direct, positive and significant effect to market innovation of food companies. Competitor orientation has direct, positive and significant effect to market innovation of food companies. Customer orientation has direct, positive and significant effect to the sales growh of food companies. Competitor orientation has direct, positive and significant effect to sales growh of food companies. The market innovation has direct, positive and significant effect sales grown of food companies. Another important finding shows that market  innovation is able to mediate customer orientation and market orientation with growth sales of companies. It means that the presence of market innovation is required to strengthen the effect of customer orientation and competitor orientation to sales growth of companies.

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