Market orientation in the service sector of the transition economies of central Europe

Emerald - Tập 37 Số 1/2 - Trang 86-106 - 2003
Graham Hooley1, John Fahy2, Gordon Greenley1, József Beracs3, Krzysztof Fonfara4, Boris Snoj5
1Aston Business School, Aston University, Birmingham, UK
2University of Limerick, Limerick, Ireland
3Budapest University of Economic Sciences, Budapest, Hungary
4University of Economics, Poznan, Poland
5University of Maribor, Maribor, Slovenia

Tóm tắt

The Narver and Slater market orientation scale is tested in the context of service firms in the transition economies of central Europe and found to be both valid and reliable. The survey examined levels of market orientation in 205 business to business services companies and 141 consumer services companies in Hungary, Poland and Slovenia. As predicted by the predominantly western marketing literature, those service firms with higher levels of market orientation; were more often found in turbulent, rapidly changing markets; were more likely to pursue longer term market building goals rather than short term efficiency objectives; more likely to pursue differentiated positioning through offering superior levels of service compared to competitors; and also performed better on both financial and market based criteria. A number of different business approaches, however, are evident in the transition economies suggesting that other business orientations may co‐exist with a market orientation creating a richer and more complex set of organizational drivers.

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Further readingCox, A.J., Hooley, G.J., Greenley, G.E., Fahy, J., Beracs, J., Fonfara, K. and Snoj, B. (1998), “Market orientation of privatized Hungarian, Polish and Slovenian companies as a systemic reflection of national privatization methods”, in Andersson, P. (Ed.), Marketing Research and Practice, Track 2 International Marketing, Proceedings of the 27th EMAC Conference, Stockholm, May, pp. 277‐98.

Hooley, G.J, Cox, A.J., Fahy, J., Beracs, J., Fonfara, K. and Snoj, B. (1999) “The contribution of marketing capabilities to firm performance”, Journal of Market‐Focused Management, Vol. 4, No. 3, pp. 259‐78

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Emerald

Tập 37 Số 1/2

86-106

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