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Essay / Research Paper Abstract
A 6 page paper discussing what market orientation is and why organizations strive to attain it. Of all the cultural barriers that can exist in a specific organization that can prevent it from establishing and then maintaining a market orientation, those stifling internal communication can be the most negative. The organization that would be market oriented must ensure that it includes in its decision-making processes those business units with the greatest degree of direct customer contact, and then make the best use of the information that customers will freely give when given the opportunity. Bibliography lists 5sources.
Page Count:
6 pages (~225 words per page)
File: CC6_KSmktgOrient.rtf
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Unformatted sample text from the term paper:
become more competitive than ever before, and that was before either the beginning or recognition of the current downturn in the economy. The shift away from the high-flying times
of the decade of the 1990s is even more apparent now in organizations dedication to ensuring that they maintain the proper market orientation.
What It Is One author writes that it is common in management study and application "to be faced with concepts and ideas
that appear to rest on commonsense and intuition, and yet at an operational level defy easy definition and use. Market orientation is a case in point" (Uncles, 2000; p. 1).
In essence, the market-oriented organization follows what the customer wants, and in a manner that results in "a demonstrable and measurable impact on business performance" (Uncles, 2000; p. 1).
In order to provide what the customer wants, it follows that the organization must first know what it is that the customer wants.
This, in turn, requires that the organization both ask customers what they want and then make efforts to supply those needs. Several have found that ignoring customers changing
needs can lead to demise or threat of it. An IBM Example Until the beginning
of the 1990s and slightly beyond, IBM was known for its rigidity in dealing with both employees and customers. To managements thinking, each faction was to remain firmly in
its place. Customers would purchase those systems IBM chose to manufacture, or they would do without. IBMs rigidity was able to dictate employee dress and demeanor, and certainly
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