A cross-functional view of organizational performance across three key market orientation dimensions:
[acc_item title=”Market Intelligence Generation”]
The collection and assessment of both customer needs/preferences and the forces that shape them, requires involvement by multiple departments, each with a unique market lens, and hence an engagement by top management.
[acc_item title=”Dissemination of Intelligence”]
The process and extent of market intelligence exchange within an organization is occurs both formally and informally and is shaped by a variety of interdependencies.
Market intelligence dissemination requires a balance between the horizontal (i.e. interdepartmental) and vertical information transmission.
[acc_item title=”Responsiveness to Intelligence”]
The response to market intelligence depends on organizational systems.
On the planning side, the concern focuses on how prominent a role marketplace needs play in the assessment of market segments and the development of marketing programs. Action based on market intelligence captures the speed and coordination with which programs are implemented.
Definitions based on MARKOR: A Measure of Market Orientation, Journal of Marketing Research Vol. XXX (November 1993), 467-77 Kohli, Jaworski & Kumar[/column]
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- Leaders seeking to understand their organization’s market orientation by identifying the strengths to leverage and the gaps to address
- Individual contributors, managers and leaders across all functional areas