THE IMPACT OF MARKET ORIENTATION AND SUPPLY CHAIN ORIENTATION ON BUSINESS PERFORMANCE IN JAPANESE RETAILINGa

Yuji Sakagawa,Sami Kajalo,Fumikazu Morimura 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

Introduction Retail competition in Japan has become more intense because of multiple reasons. The income and population composition are changing, and many international retailers have entered the Japanese market. It is important for Japanese retailers to differentiate from competitors and maintain a competitive advantage in the long run. To do so, Japanese retailers focus on increasing customer value by controlling their value chains. Therefore, market orientation and supply chain orientation have become very important for Japanese retailers who try to expand their market shares in the Japanese retail market. This study develops and empirically tests a model of the impact of market orientation and supply chain orientation on business performance in Japanese retailing. Theoretical Development Previous literature provides evidence on the positive impact of market orientation on business performance (e.g. Cano et al., 2004; Murray et al., 2011; Morgan, 2012; Ngo & O’Cass, 2012). There are also a few studies in the context of retailing (e.g. Griffith et al., 2006; Kajalo & Lindblom, 2015; Moore & Fairhurst, 2003; Yu et al., 2014). However, only a few studies are focusing on the relationship between supply chain orientation and marketing orientation and the impact of their interplay on business performance (e.g. Martin & Grbac, 2003; Min et al., 2007). Market orientation can be seen as the foundation for customer relationship management. The effectiveness of customer relationship management depends heavily on market intelligence. To attract new customers and retain old customers firms have to satisfy not only existing needs but also latent needs. In retailing, market orientation is very important because the organization of retailing is based on the multi-unit organization where sales staff in stores is in close contact with customers and can get direct information from the customers. Supply chain orientation (SCO) is separated into two concepts: strategic supply chain orientation and structural supply chain orientation (Patel et al., 2013). Strategic SCO is defined as the supply chain directed motivation and objectives arising from executive strategic plans and decisions. Structural SCO is defined as the behaviors and actions related to supply chain management in the implementation of its strategic plan. Therefore, strategic SCO is the antecedent of structural SCO. In retailing, many retail buyers search and negotiate with the suppliers who have the ownership of strong brands and distribution networks. In the buying process, retail buyers can get market information from suppliers. Thus, a retailer can collect market information from internal and external sources. This information is useful for the retailer to not only make marketing plan but also to revise marketing plan during its implementation process. To sum up, customer relationship management and supply chain orientation have a positive impact on marketing capabilities. Similarly, marketing capabilities have a positive impact on business performance. The theoretical framework of the study is presented in Figure 1. Data and Measurement To test the framework, we conducted a mail survey (N=243) among Japanese retailers in 2017. The scales were adapted or developed from existing literature. Market orientation (MO) was based on questions adapted from Narver and Slater (1990). Strategic SCO (STRACO) and structural SCO (STRUSCO) scales were based on Patel et al. (2013). Customer relationship management (CRM) was based on Vorhies et al. (2011), marketing capabilities (MKGCAP) was based on Morgan et al. (2003) and Vorhies and Morgan (2005). Business performance was based on Hooley et al. (2005). The measurement model was assessed using Mplus 8. The measurement model specification allows each construct to covariate with all others. The fit indexes of the measurement model were satisfactory (CFI: 0.95; TLI: 0.94; RMSEA: 0.05; SRMR: 0.05). Next, we tested the reliability and validity of measurements. The convergent and discriminate validity of the latent variables were tested by confirmatory factor analysis where all constructs are correlated (Table 1). Also, we tested the common methods variance using two methods: Harman’s single factor test and the common latent method. The results of these methods suggest that common method variance is not a problem in this study. Results and Conclusions We tested the hypotheses by applying structural equation modeling (SEM) using Mplus 8. The results are presented in Figure 1. The proposed model provides a good fit to the data (χ2= 517.1, d.f.=290, p < 0.000; CFI = 0.94; TLI = 0.94, RMSEA = 0.06, SRMR = 0.08). In addition, we assessed the mediating role of marketing capabilities by employing a bootstrapping routine (Table 2). Figure 1 presents the results of the SEM. Most hypotheses were supported, and overall the study provides evidence of the importance of market orientation and strategic SCO on business performance. The most interesting findings are related to the role of marketing capabilities and structural SCO. First, the results show that marketing capabilities serve as a mediator between business performance and customer relationship management (H7). The main aim of CRM is to establish and keep the relationship with target customers. CRM contributes to increasing the marketing capabilities by helping retailer achieve marketing objectives more effectively and efficiently (Chang et al., 2010). Second, marketing capabilities is not a mediator between business performance and structural SCO (H8). The structural SCO has a negative direct impact on business performance, while structural SCO has a positive impact on marketing capabilities which in turn has a positive impact on business performance. Japanese retailer-supplier relationships are different from that in the western economy (Chung et al., 2006). The channel members in Japan have a long-term orientation when they establish a relationship with each other. The findings of our study reflect this cultural aspect of Japanese retailing environment. Japanese retailers purchase products and services from suppliers on long-term. Economic performance is not a single decision making criteria. Instead, relationships with suppliers who do not contribute fully to economic performance continue. The result of H8 refers to this character of Japanese retailing environment.

제조기업의 시장지향성이 품질경영활동과 경영성과에 미치는 영향에 관한 연구

원유영,박종우,송광석,신호철 한국유통과학회 2013 유통과학연구 Vol.11 No.6

Purpose - The market orientation of a manufacturer is a very critical competitive advantage factor in the development of new markets and the sustainability and maintenance of existing ones, achieved through the design of customer-oriented products. This is recognized as a virtuous circle, in which firms grow by means of promoting quality management. However, though market-oriented activities are important in management and operations, they seem to be promoted mainly by large-scale enterprises rather than by small- and medium-scale firms, the latter having invested relatively few company resources. Furthermore, few studies and analyses have examined how market orientation relates to the expansion of quality programs within organizations or with business performance; the market orientation and customer-orientation concepts are mixed together when both are used in research. Given the current market situation in which the servitization of manufacturing firms is rapidly expanding, this study’s analysis of the effect on market orientation of manufacturers is a significant contribution. From this perspective, this study has several objectives. First, is to analyze and suggest the relationship between market orientation and quality management activity for manufacturers, focusing on three sub-activities: products, process, and quality management activities. Second, it is intended to identify correlation between manufacturers’market oriented activity and their management performance and then to analyze how market orientation affects business performance. The results of a number of prior studies on the correlation between market orientation and management performance have indicated that market orientation does affect management performance. Third, this study also investigates whether any differences in the relationship among market orientation, quality management activity and business performance occur according to company size. The results are used to present operational suggestions for large- and small- and medium-size firms. Research design, data, methodology - This study seeks to analyze and identify the causal features of the organic relationship among market orientation, quality management, and management performance for Korean manufacturing companies using three years (2005–2007) of market orientation, quality management, and business performance data. Subsequently, structural equation modeling was used to analyze the causal features of related factors and it aims to identify the features of market orientation, quality management, and business performance. Results - The analysis examined how market orientation affected the quality management and management performance of 159 smalland medium-size companies. In particular, enterprise quality management was analyzed in relation to management performance with a focus on activities such as leadership, measurement and improvement,quality control, cost management, and process management. Conclusions - The result of the analysis show that market orientation significantly affected all of the quality management activities and that market orientation in turn significantly affected organizational performance. The result of analysis indicate that quality management activities have a significant effect on quality control and cost management.

The effect of market orientation on speed-to-market in international markets

김은미 동아시아경상학회 2019 The East Asian Journal of Business Economics Vol.7 No.1

Purpose –The major aim of this article is to advance understanding of the relationship between market orientation and speed-to-market. Specifically, this study examines the different impacts of component of market orientation on commitment to R&D and speed-to-market and explores whether market uncertainty plays a role of moderating in speed-to-market for market-oriented firms. Research design and methodology – This study collected a survey data from Korean exporting firms. The Final sample size was 196. The measure of market orientation was conceptualized with second order constructs consisting of customer orientation, competitor orientation, and interfunctional coordination. All items were measured on five-point scale. To confirm hypotheses, this study conducted a hierarchical regression. Results – As sub-constructs of market orientation, customer orientation, competitor orientation, and interfunctional coordination had positive effects on speed-to-market, respectively. In addition, market uncertainty had a negative moderating effect on the relationship between customer orientation and speed-to-market significantly. Conclusions –This study confirmed the relationship between market orientation and speed-to-market, with three components of market orientation respectively, and whether market uncertainty plays a role of moderating which weaken the link between market orientation and speed-to-market. Customer orientation, competitor orientation and interfunctional coordination foster speed-to-market, and the relationship between only customer orientation and speed-to-market might be weakened when the extent of market uncertainty is high. It could be useful to take a component approach to the market orientation construct, because the roles of different market orientation components might vary, contingent on uncertainty in the environment.

Market orientation, entrepreneurial orientation, and new product performance : The moderating role of external coordination

Hyo Eun Cho(조효은) 대한경영학회 2021 大韓經營學會誌 Vol.34 No.11

최근 자유무역의 확대와 국내 시장의 한계로 인해 기업은 해외시장에서의 기회를 적극적으로 탐색하고 있다. 글로벌 시장에서의 성공적인 제품 출시는 한 기업이 현재의 시장에서 점유하고 있는 위치를 확고히 하기 위해 또한 장래의 생존을 위해서도 필수적인 역량으로 인식되고 있다. 이렇듯 글로벌 시장에서의 신제품 성과의 중요성을 인식한 실무자와 학자들은 국제적 관점에서의 신제품 성과에 대한 연구의 필요성을 절감하여, 그 구체적인 방법에 대해 많은 관심과 노력을 기울여 왔다. 선행연구들은 신제품 성과에 영향을 미치는 기업특성 변수 가운데, 시장지향성과 기업가지향성에 주로 초점을 맞춘 연구를 진행해 왔지만, 성과에 미치는 영향에 대해서는 여전히 명확하지 않은 양상을 보인다. 아울러, 기업의 외부 유통 또는 도매업자와의 협업이 해외시장에서의 신제품 성과에 중요한 영향을 미칠 수 있다는 가능성에도 불구하고, 외부 협업 정도와 신제품 성과 간의 관계를 실증적으로 분석한 연구는 미미한 실정이다. 이에, 본 연구에서는 해외시장에서의 신제품 성과에 대한 전략적 중요성을 인식하고, 내향 · 외향적 관점을 기반으로 글로벌 시장에서의 시장지향성, 기업가지향성, 외부 협업이 신제품 성과에 미치는 영향을 실증적으로 살펴보았다. 170개 한국수출기업을 대상으로 본 연구의 실증분석을 진행하였으며, 회귀분석을 통해 시장지향성, 기업가지향성과 신제품 성과 간의 선형 관계와 외부 협업이 해당 관계에 미치는 외부 협업의 조절 효과를 실증적으로 분석하였다. 그 결과, 시장지향성과 기업가지향성은 신제품 성과에 긍정적인 영향을 미치는 것으로 나타났으며, 외부협업의 조절 효과는 기업가지향성-신제품 성과 간의 관계에만 유의한 영향을 미치는 것으로 나타났다. 본 연구는 시장지향성, 기업가지향성, 외부 협업과 글로벌 시장에서의 신제품 성과간의 관계에 대해 심층적으로 파악하여 해외 시장에 진출하는 국내 수출 기업들의 성과 창출에 대한 준거점을 제공할 것으로 기대된다는 점에서 시사하는 바가 있을 것으로 기대된다. In general, the international marketing literature suggests that both market orientation and entrepreneurial orientation are the key strategic resources for new product performance international markets. Despite the extensive interest in the role of strategic orientations, extant literature has investigated the effects of market orientation and entrepreneurial orientation on product performance independently. The limited attention has been paid to how both market orientation and entrepreneurial orientations are related to new product performance in international markets. Further, recent scholars have recognized the importance of external coordination in new product development and introduction, yet few empirical research has examined the impact of external coordination in a firm’s new product performance. Drawing upon the inside-out and outside-in perspectives, this study focuses on the relationship among market orientation, entrepreneurial orientation, external coordination, and new product performance. Using a sample of 170 Korean exporters, this study investigates the focal relationship. The empirical study of Korean exporters finds the support for the positive relationship between market orientation and new product performance. The findings of this study also show that entrepreneurial orientation has a significant and positive impact on new product performance. With respect to the moderating role of external coordination on the focal relationships, external coordination is found to have a positive and significant effect on the relationship between entrepreneurial orientation and new product performance, while its effect on the relationship between market orientation and new product performance is negative and insignificant. Based on the analysis of the focal relationship based on the theoretical foundation of inside-out and outside-in perspective, this study advances our understanding of how and when these orientations affect new product performance in international markets.

The Effect of Market Orientation on Speed-to-market in International Markets

Kim, Eunmi East Asia Business Economics Association 2019 East asian journal of business management Vol.7 No.1

Purpose - The major aim of this article is to advance understanding of the relationship between market orientation and speed-to-market. Specifically, this study examines the different impacts of component of market orientation on commitment to R&D and speed-to-market and explores whether market uncertainty plays a role of moderating in speed-to-market for market-oriented firms. Research design, data, and methodology - This study collected a survey data from Korean exporting firms. The Final sample size was 196. The measure of market orientation was conceptualized with second order constructs. All items were measured on five-point scale. To confirm hypotheses, this study conducted a hierarchical regression. Results - As sub-constructs of market orientation, customer orientation, competitor orientation and interfunctional coordination foster speed-to-market, and the relationship between only customer orientation and speed-to-market might be weakened when the extent of market uncertainty is high. Conclusions - This study confirmed the relationship between market orientation and speed-to-market, with three components of market orientation respectively, and whether market uncertainty plays a role of moderating which weaken the link between market orientation and speed-to-market. It could be useful to take a component approach to the market orientation construct, because the roles of different market orientation components might vary, contingent on uncertainty in the environment.

THE EFFECTS OF ORGANIZATIONAL STRUCTURE ON MARKET ORIENTATION AND INNOVATION ORIENTATION IN RETAILING

Yuji Sakagawa,Sami Kajalo 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

Market orientation has been extensively studied in the last 30 years. Previous studies have mainly focused on manufacturing and in the retail industry market orientation remains rather unexplored. There are only a few studies on market orientation in retailing (e.g. Elg, 2003; Kajalo & Lindblom, 2015; Liu & Davies, 1997). According to Elg (2003) market orientation in retailing differs from manufacturing in several aspects. Most importantly, in retailing individual stores have important roles to implement market orientation. They interact with customers and satisfy customer’s needs in the service encounter. Even if retailer can generate and share market knowledge in organization, the effect of market orientation on performance is weak when store organization does not adopt market oriented behaviour (Liu & Davies, 1997). Therefore, it is important for retailer to control market orientation of a retail store. Most retailers operate as retail chains to increase the scale of business. Retail chain is a multi-unit firm that manages many stores as profit units (Chang & Harrington, 2002). Retail chain includes buying and selling divisions, which specialize in different tasks. Buying division has specialized role and responsibility to search and negotiate with the suppliers, make the merchandising plan, monitor the process of merchandising, and revise the merchandising plan. In a similar manner, selling division has specialized role and responsibility to implement merchandising plan, promote retail services to customers, and manage the stores to differentiate from competitors. Buying division makes standardized merchandising plan for stores to increase scale advantage in buying, inventory management, store delivery, and advertising. Retail chains centralize the decisions of merchandising to buying divisions and formalize the process of merchandising in chain organization. On the other hand, retail chains become market - oriented organization to increase the scale advantage because this advantage depends on the effectiveness of merchandising plan. From the perspective of market orientation, the three behavioral aspects of market orientation – generation, dissemination, and response are performed by buying division and selling division of the retail chain. Buying division needs the market information generated by retail stores as selling division. Buying division makes the merchandising plan under environmental uncertainty. Buying division decreases this uncertainty to analyze the market information from stores. Market information includes not only existing market needs but also potential market needs. Buying division finds potential market needs into the market information and makes an innovative merchandising plan.In the merchandising process, selling division implements market orientation in stores. After the buying division makes merchandising plans to differentiate from competitors, the selling division implements these plans on stores. For example, store manager monitors the process of implementation and revises the action according to merchandising plans. When store managers find problems, they report these problems to the buying division and request to refine merchandising plans. In this way, the buying division takes the planning part of market orientation and the selling division takes the implementation part of market orientation. To control market orientation in chain organization, retail chain coordinate buying division and selling division by organizational structure - centralization and formalization (Lechner & Kreutzer, 2010). Organizational structure has effect on market orientation. First, formalization has opposite effect on market orientation (Jaworski & Kohli, 1993). According to Ouchi (1978) formalization reduces the ambiguity of goals and makes clear the criteria of performance evaluation in organization among organizational members. When formalization motivates organizational member to be market oriented, formalization facilitates market intelligence generation and sharing of market intelligence with organizational members. On the other hand, formalization limits the behavior of organizational members (von Krog, 1998). López et al. (2006) suggest that the rules and procedures set by formalization give the pattern to organizational communication. As results, formalization reduces the chances for organization members to communicate market intelligence and interact with each other because organizational member put priority on formalized communication channel. Second, centralization has negative effect on market orientation. According to Pelham and Wilson (1996) decentralization increases organizational commitment to satisfy customer needs and motivates market orientation. Souitaris (2001) and Ouchi (2006) assert that centralization reduces the degree of information sharing among organizational members. Therefore, centralization has negative effect on market orientation. Organizational structure has indirect effect on innovation orientation of store thought market orientation. There are two streams about the relationship between market orientation and innovation orientation (Grinstein 2008). One stream suggests that market orientation is negatively related to innovation. Another stream suggests that market orientation is positive related to innovation. In this study, we argue according to recent research that market orientation is likely to enhance. To test the conceptual model that incorporates these concepts (Figure 1), a survey was conducted among Japanese retailers. The sample (N=191) consists of store managers (71), vice-store managers (22), and floor managers (98) of a Japanese retail chain. The scales used in the study were adapted from previous research (Table 1). Concerning common method bias, we conducted Harman’s one-factor test and applied confirmatory factor analysis (CFA) testing of a model with all of the items loading on a common method factor. Comparing this model with a measurement model containing seven latent variables revealed a significant deterioration in chi-square (χ2 = 378.446; p < .01). This finding suggests that common method bias is not a serious threat in the study. This data was analyzed by following a two-step structural equation modeling approach. First, a CFA was carried out to assess the reliability and validity of theconstruct measures included in the study. In order to evaluate the reliability of the latent variables, composite reliability for all latent variables was calculated. We assess scale reliability using average variance extracted (AVE) and composite reliability (CR). The CR of each scale exceeds 0.80. The AVE of each scale exceeds 0.50. Discriminant validity was evaluated by Fornell and Larcker (1981). We found that the square root of the average variance extracted is greater than all of the corresponding correlations. These findings indicate that reliability and validity of the construct measures was adequate. Second, a structural equation model analysis was done to test the hypothesis. As seen in Figure 2 the SEM model exhibits good overall fit of the model. The results of the model provide several interesting contributions. First, the study shows that centralization has a statistically significant negative impact on formalization in retail chain. Second, the study demonstrates how centralization and formalization are linked to innovation orientation through three dimensions of market orientation. Third, the study demonstrates to retail managers the importance of organizational design and how good market orientation can benefit retailers in their increasingly innovation orientation. For retail chain, centralization and formalization of decision making about merchandising are important for gaining scale advantage. But centralization has negative effect on market orientation. Retail chain has trade – off between scale advantage and market orientation in practice. Overall, our framework demonstrates the effects of organizational structure on market orientation and innovation orientation in retail chain. Thus, our framework shows the direct and indirect impacts that organizational structure has on innovation orientation.

PROACTIVE AND RESPONSIVE MARKET ORIENTATION ON MARKETING EXPLORATION AND FIRM PERFORMANCE

Lancy Mac,Felicitas Evangelista 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

While market orientation is long evident to be a key contributor to firm performance (Narver & Slater, 1990; Jaworski & Kohli, 1993), firms now increasingly find that proactive market orientation (Narver, Slater & Maclachlan, 2004) may be more appropriate for the rapidly changing market. Not only can it contribute to new product development success, it is proposed that it can enhance the ability to market which is labeled marketing exploration (Kyriakopoulos & Moorman, 2004). In this study, we posited proactive market orientation together with the original market orientation named here responsive market orientation as essential to developing a firm’s marketing exploration capability. As marketing competences reside in the everyday routines and practice related to the marketing function, marketing exploration enables one to update the ability to perform various marketing tasks which is essential capability of the firm to get ahead of the competition. Entrepreneurial orientation is also introduced as a mediating factor between the above relationships with the argument that such posture is related to a firm’s propensity to innovate, take risk and be proactive (Lumpkin & Dess, 1996) which is related to a proactive market orientation. A survey was carried out in China and results show that proactive market orientation is positively related to marketing exploration while responsive market orientation has positive impact on marketing exploration only through entrepreneurial orientation. Marketing exploration in turn positively impact firm performance. Results of this study contribute theoretically in revitalizing the market orientation literature which has been research for almost three decades. While leading customers with a proactive market orientation is getting more salient in this rapidly changing market environment, the original market orientation cannot be ignored. Both orientations are essential to enhance firms’ ability to renew their marketing skills and routines. This is definitely more important than just coming up with new products/services as it enables firms to update its marketing knowledge and skills so is crucial to long term performance.

프랜차이즈 조직의 학습지향성과 관계마케팅지향성이 직무만족에 미치는 영향

황윤용,서창선,최수아 한국유통과학회 2013 유통과학연구 Vol.11 No.6

Purpose - Nowadays, more than ever before, fierce competition,deep market segmentation, short product life cycles, and intensifying customer needs are putting increasing pressure on franchise's organizations to satisfy their customers by creating market-oriented relationships with and enhancing their market knowledge of them. One way that this might be achieved is by establishing deep ties (i.e., job commitment and job satisfaction) with their employees. Therefore, the purpose of this study is to examine how two important constructs of franchises' strategic efforts, LO (learning orientation) and RMO (relationship marketing orientation), affect job satisfaction, given the mediating role of job commitment. A franchise system comprises a set of contractual arrangements by which mutual obligations are performed. An organizational learning goal motivates employees to improve their abilities and master the tasks they perform. Relationship marketing, in addition, is to identify,establish, maintain, and enhance relationships with customers and other stakeholders to ensure that the objectives of all parties are met and this is done through the mutual exchange of promises. In a relationship marketing orientation, then, a firm creates, maintains, and enhances a strong relationship with its customers by sustaining long-term ties. This study was designed to examine the evolution of various theoretical approaches to franchise systems in order to determine whether theories about firms have significantly affected the franchise system. To this end, the authors developed a structural model consisting of several constructs. Previous studies have suggested that franchises’learning and relationship marketing orientations are important occupational immersion dimensions driving job satisfaction. Research design, data, methodology - We empirically tested a process of how the learning orientation and the relationship marketing orientation influence job commitment and job satisfaction using survey data drawn from 150 responding franchisees who were interviewed about their individual tendencies. Results - The results of this study provide empirical evidence that learning orientation, relationship marketing orientation, and job commitment all influence franchisees’ job satisfaction. The results of this study indicate that, first, learning orientation had a significant effect on job satisfaction; second, relationship marketing orientation was positively related to job commitment; third, job commitment had a significant effect on job satisfaction. We also found that relationship marketing orientation and job satisfaction were mediated by job commitment. Conclusions - The findings of this study confirm the importance of learning orientation and relationship marketing orientation in maintaining a positive marketing relationship between franchiser and franchisee from to the perspective of the market. This indicates that franchiser support such as educational programs provided by the franchiser will help franchisees attain higher business management achievement and satisfaction. Moreover, a positive relationship between franchisees and consumers can be maintained through tie effects. Our findings also suggest that learning orientation plays a critical role in job satisfaction within the franchise system.

B2B거래에서 시장지향성이 중소기업 성과에 미치는 영향:기업역량과 전환비용을 중심으로

임진혁,이호택 한국유통학회 2020 流通硏究 Vol.25 No.4

There has been a surge of interests in relationship between market-orientation and corporate performances in B2B marketing channel research during 20~30 years. The most important factors in B2B marketing are price and delivery. These two factors are very important considerations in a company's purchasing decisions, especially in business-to-business transactions, where the delivery is a very sensitive factor, making the decision factor greater than the price. Perceived quality of products or services is also a major determinant of a purchasing company's choice of products, and suppliers need constant efforts to improve their product or service quality to satisfy the purchasing company. As such, in the B2B market, marketing strategies to meet basic purchasing factors such as price, quality, and delivery are important, but previous studies that show that market-orientation and market-oriented entities perform better on the basis of that focus their resources and capabilities on market-oriented factors, thus expanding their thinking to enhance corporate performance. Since the 1980s, many studies have suggested that market-orientation leads to improvements in corporate performance, but empirical studies have begun since the 1990s because no valid measurement tools have been developed to measure market-orientation. By the 1990s, market-oriented measurement tools were developed, and research on market-orientation and corporate performance was actively carried out. However, most of the studies on market orientation are those that investigated the direct impact of market-orientation on corporate performances (Charles, Joel and Samwel 2012; Jaworski and Kohli 1993; Lee, Kim, Seo and Hight 2015), which mediated or linked the relationship between market-orientation and business performance. Therefore, putting together existing studies, the process of identifying what factors market orientation affects and ultimately leads to market performance in the enterprise was insufficient. This study seeks to establish the relationship between how market orientation affects corporate capabilities in B2B transactions and how it results in market performance. It also wants to understand how switching costs that prevent a customer from leaving between enterprise capability and market performance affect the performance of the entity. In detail, the purpose of this study is to: First, in the B2B market, the vendor's corporate capabilities are divided into R&D capabilities, production and operation capabilities and marketing capabilities to identify how market orientation affects corporate capabilities, and which of each detailed corporate capacity is more affected. Second, measure the impact of improved enterprise capabilities on switching costs that prevent customer churn. Finally, by identifying the impact of conversion costs on various market performance (corporate performance, customer performance, and new product performance) of suppliers, we want to understand the meaning of market-orientation for companies that supply products in the B2B market. The research model of this study is shown in Figure 1. Hypothesis 1 is a hypothesis on the causal relationship between market-orientation and corporate capabilities, and it hypothesized that market-orientation would have a positive effect on R&D capabilities (hypothesis 1a), production and operation capabilities (hypothesis 1b), and marketing capabilities (hypothesis 1c). It also hypothesized that market-orientation have the greatest impact on marketing capability among the three corporate capabilities (hypothesis 2). Hypothesis 3 consists of 3 detail hypotheses that R&D capabilities (hypothesis 3a), production and operation capabilities (hypothesis 3b), and marketing capabilities (hypothesis 3c) have a positive effect on switching costs. Finally, Hypothesis 4 hypothesized that switching costs affect overall business performance (hypothesis 4a), customer performance (hypothesis 4b), and new produ... 기업의 마케팅 전략에서 시장지향성이 가지는 의미는 기존 여려 연구들을 통해 입증되어 왔다. 특히 시장지향성은 기업 간(B2B) 거래에서 거래 상대방과의 장기적 관계(long-term relationship)를 구축하게 하는데 매우 중요한 역할을 하는데, 이 과정에서 아직까지도 시장지향성이 어떤 경로를 거쳐서 기업성과로 연결되는지에 대해 살펴본 연구는 매우 드문 편이다. 본 연구는 B2B 거래에서 시장지향성과 기업성과 간의 관계를 규명하는 연구로 기업이 지니고 있는 다양한 역량들과 전환비용의 역할을 검증하였다. 아울러 시장지향성이 연구개발역량, 생산운영역량, 마케팅역량과 같은 기업역량 중 어떤 역량에 더 중요한 영향을 미치는지도 검증하고 있다. 대구경북 지역에 위치한 322개 중소기업 설문결과를 바탕으로 가설을 검증한 결과, 시장지향성은 기업의 연구개발역량, 생산운영역량, 마케팅역량에 모두 정(+)의 영향을 미치는 것으로 나타났으며 세 가지 역량 중 마케팅역량에 보다 강한 영향을 미치는 것으로 나타났다. 기업의 역량 중 마케팅역량 만이 전환비용에 정(+)의 영향을 미치는 것으로 나타났으며 전환비용은 기업의 전반적 성과, 신제품성과, 고객성과 등에 긍정적인 영향을 미치는 것으로 나타났다.

내부마케팅, 시장지향성, 고객지향성이 관계마케팅에 미치는 영향에 관한 비교연구

장형유 한국고객만족경영학회 2009 고객만족경영연구 Vol.11 No.1

고객관계관리가 기업성과 향상을 위한 핵심적 마케팅개념임에도 불구하고 기존의 고객관계관리 또는 고객정보에 관한 연구들에서는 주로 고객관계관리 관련 시스템구축, 고객정보 추출과 분석, 고객관계관리 프로세스 등과 같은 기술적이고 프로세스적인 측면의 연구에 몰두해 왔다. 고객관계관리가 실질적인 성과로 발현되기 위해서는 본 연구에서 핵심요인으로 다루고 있는 내부마케팅이나 시장지향성 및 고객지향적 기업마인드 구축이 선행되어야 함에도 불구하고 이와 관련한 연구가 매우 부족하다. 이는 고객관계 구축을 위한 다양한 마케팅 전략들이 실질적인 기업성과와 연계되지 못하는 결과로 나타나고 있다. 본 연구에서는 고객관계관리가 성공적으로 구축되어 고객만족과 신뢰 및 고객애호정도가 강화되기 위해서는 고객지향적인 기업마인드가 우선되어야 한다는 사실에서 그 화두를 형성하고 있다. 이를 위해 향후 마케팅 분야의 핵심화두인 내부마케팅과 시장지향성 및 고객지향성을 관계마케팅 이전의 선행적인 핵심프로세스로 제시하고 이들 요인들 간의 관련성을 특정 산업들을 대상으로 실증적으로 분석하였다. 또한 내부마케팅, 시장지향성, 고객지향성 및 관계마케팅으로 이루어지는 이러한 개념적인 프로세스가 형성되는 과정에서 소매금융과 소매유통으로 구성된 각 산업별로 어떤 차이를 보이는지를 실증적으로 비교ㆍ분석했다. Considerably many numbers of studies on market orientation, customer orientation, internal marketing, and relationship marketing have been presented in marketing areas. Based on the previous literature review, internal marketing, market orientation, and customer orientation are key determinant of relationship marketing. The purpose of this study is to investigate the relationship among internal marketing, market orientation, customer orientation and relationship marketing. This study suggests that both internal marketing and market orientation have positive effects on customer orientation and relationship marketing, while also customer orientation does on relationship marketing. Futhermore this research suggest that customer orientation moderates the main effect of internal marketing and market orientation on relationship marketing. Another main objective of this paper is to compare the retail banking industry with the retail distribution industry concerned with distinct effects on relationship marketing of internal marketing, market orientation, customer orientation to reveal the influential difference in specific industries. Based on the results, implications and suggestions are given on how to implement and execute more effective marketing strategies regarding market orientation, internal marketing, customer orientation, and relationship marketing, especially to create the synergy effect among research factors.