BibTex RIS Kaynak Göster
Yıl 2015, Cilt: 36 Sayı: 3, 2897 - 2904, 13.05.2015

Öz

Kaynakça

  • Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4), 37–52
  • Day, G. S., &Wensley, R. (1988). Assessing advantage: A frameworkfor diagnosing competitive superiority. Journal of Marketing, 52(2),1 –20
  • Deng, S., & Dart, J. (1994). Measuring market orientation: A multifactor,multi-item approach. Journal of Marketing Management, 10(8),725– 742.
  • Deshpande, R. & Farley, J.U. (2004). Organizational culture, market orientation, innovativeness, and fi rmperformance: an international research odyssey. International Journal of Research in Marketing, 21 (1), 3-22.
  • Deshpande, R., & Farley, J. U. (1999). Corporate culture and marketorientation: Comparing Indian and Japanese firms. Journal of InternationalMarketing, 7(4), 111 – 127
  • Deshpande´, R., & Farley, J. U. (1999). Executive insights: Corporateculture and market orientation: Comparing Indian andJapanese firms. Journal of International Marketing, 7(4),111 – 127.
  • Deshpande, R., Farley, J. U., & Webster Jr., F. E. (1993 January). Corporateculture, customer orientation, and innovativenes in Japanese firms: Aquadrad analysis. Journal of Marketing, 57, 23– 27.
  • Deshpande, R., & Webster Jr., F. E. (1989). Organisational culture andmarketing: Defining the research agenda. Journal of Marketing, 53(1),3 –15.
  • Diamantopoulos, A., & Hart, S. (1993). Linking market orientation andcompany performance: Preliminary evidence on Kohli and Jaworski’sframework. Journal of Strategic Marketing, 1, 93–121.
  • Dobni, C. B., &Luffman, G. (2003). Determining the scope and impact of market orientation profiles on strategy implementation and performance. Strategic Management Journal, 24, 577– 585
  • Doyle, P., & Wong, V. (1998). Marketing and competitive performance: Anempirical study. European Journal of Marketing, 32(5/6), 514–535.
  • Doyle, P., Saunders, J. and Wright, L. (1989), “A comparative study of British, US, and Japanesemarketing strategies in the British market,” International Journal of Research in Marketing,Vol. 5, pp. 171-84.
  • Doyle P, Hooley GJ(1992). Strategic orientation and corporate performance. Int JRes Mark;9:59–73.
  • Drucker, P. F. (1954). The practice of management. New York:Perennial Library.
  • Durand R, CoeurderoyR(2001). Age, order of entry, strategic orientation, andorganizational performance. J Bus Venturing;16:471–94.
  • Edvardsson, B., Brown, S. W., Johnston, R. &Scheuing, E. E. (eds.) (1996)Advancing Service Quality: A global perspective, QUIS 5, International Service Quality Association Inc, NY.
  • Felton, A. P. (1959). Making the marketing concept work. Harvard BusinessReview, 37(4), 55– 65.
  • Flavia´n, C., & Lozano, J. (1999, 19 (5)). Organisational antecedents of market orientation in the public university system. International Journal of Public Sector Management , 447- 467
  • Filatotchev, I., Strange, R., Piesse, J., & Lien, Y. -C. (2007). FDI by firms from newlyindustralised economies in emerging markets: Corporate governance, entry modeand location. Journal of International Business Studies, 38, 556−572.
  • Fornell, C. (1992). “A National Customer Satisfaction Barometer: The Swedish Experience.” Journal of Marketing
  • Fornell, C. and B. Werneldt (1987). “Defensive Marketing Strategy by Customer Complaint Management: A Theoretical Analysis.” Journal of Marketing Research 24(November): 337-346.
  • Fritz, W. (1996). Market orientation and corporate success: Findings fromGermany. European Journal of Marketing, 30(8), 59– 74.
  • Gainer, B., &Padanyi, P. (2005). The relationship between market-oriented activities and market-oriented culture: Implications for the development of market orientation in nonprofit service organizations. Journal of Business Research, 58/6, 854−862
  • Gerpott, T.J., Rams, W. and Schindler, A. (2001). Customer retention, loyalty and satisfaction in market.Telecommunications Policy, (25): 249-69. the Atkin mobile cellular
  • telecommunications [25] Goodman PS, RS,
  • SchoormanFD(1983). On the demise of
  • organizationaleffectiveness studies. In: Cameron KS, Whetten DA, editors.
  • Organizationaleffectiveness a comparison of multiple models. New York (NY):Academic Press,.
  • Gray, B., Matear, S., Boshoff, C., & Matheson, P. (1998). Developing a better measure of market orientation. European Journal of Marketing, 32(9/10), 884–903
  • Greenley, G. E. (1995). Market orientation and company performance: Empirical evidence from UK companies. British Journal of Management, 6, 1 –13.
  • Grönroos, C. (1984). “A Service Quality Model and Its Marketing Implications.”European Journal of Marketing 18(4): 36-44.
  • Gronroos, C. (1989), “Defining marketing: a market-oriented approach”, European Journal ofMarketing, Vol. 23 No. 1, pp. 52-60
  • Grönroos, C. (2006). On defining marketing: finding a new roadmap for marketing.Management theory, 6 (4), 395-417.
  • Guillén, M., Nielsen, J.P., Scheike, T.H., & Pérez-Marín, A.M. (2011). Time varying effects in the analysisof customer loyalty, A case study in insurance. Expertsystems with applications.doi10.1016/j.eswa.2011.09.45.

Impact of Market Orientation (Intelligent generation) on customers’ performance and markets’ performance

Yıl 2015, Cilt: 36 Sayı: 3, 2897 - 2904, 13.05.2015

Öz

Abstract. According to Slater and Narver (1995), market orientation provides strong norms for learning from customers and competitors; it must be complemented by entrepreneurship and appropriate organizational Structures and processes for high order learning. According to Kohili and Jawerski’s model (intelligence generation, intelligence dissemination, responsiveness), market-oriented companies will be able to do the intelligence generation, intelligence dissemination, and response design process correctly and understand customers’ needs well when market-oriented process has a positive impact on business performance. The research hypotheses are: 1)Intelligent generation has a positive impact on customers’ performance in companies.2)Intelligent generation has a positive impact on market’s performance of companies. Intelligent generation of competitors has made an influence on market performance. In fact intelligence generation about competitors information informs companies about the competitors strategy in the market.

Kaynakça

  • Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4), 37–52
  • Day, G. S., &Wensley, R. (1988). Assessing advantage: A frameworkfor diagnosing competitive superiority. Journal of Marketing, 52(2),1 –20
  • Deng, S., & Dart, J. (1994). Measuring market orientation: A multifactor,multi-item approach. Journal of Marketing Management, 10(8),725– 742.
  • Deshpande, R. & Farley, J.U. (2004). Organizational culture, market orientation, innovativeness, and fi rmperformance: an international research odyssey. International Journal of Research in Marketing, 21 (1), 3-22.
  • Deshpande, R., & Farley, J. U. (1999). Corporate culture and marketorientation: Comparing Indian and Japanese firms. Journal of InternationalMarketing, 7(4), 111 – 127
  • Deshpande´, R., & Farley, J. U. (1999). Executive insights: Corporateculture and market orientation: Comparing Indian andJapanese firms. Journal of International Marketing, 7(4),111 – 127.
  • Deshpande, R., Farley, J. U., & Webster Jr., F. E. (1993 January). Corporateculture, customer orientation, and innovativenes in Japanese firms: Aquadrad analysis. Journal of Marketing, 57, 23– 27.
  • Deshpande, R., & Webster Jr., F. E. (1989). Organisational culture andmarketing: Defining the research agenda. Journal of Marketing, 53(1),3 –15.
  • Diamantopoulos, A., & Hart, S. (1993). Linking market orientation andcompany performance: Preliminary evidence on Kohli and Jaworski’sframework. Journal of Strategic Marketing, 1, 93–121.
  • Dobni, C. B., &Luffman, G. (2003). Determining the scope and impact of market orientation profiles on strategy implementation and performance. Strategic Management Journal, 24, 577– 585
  • Doyle, P., & Wong, V. (1998). Marketing and competitive performance: Anempirical study. European Journal of Marketing, 32(5/6), 514–535.
  • Doyle, P., Saunders, J. and Wright, L. (1989), “A comparative study of British, US, and Japanesemarketing strategies in the British market,” International Journal of Research in Marketing,Vol. 5, pp. 171-84.
  • Doyle P, Hooley GJ(1992). Strategic orientation and corporate performance. Int JRes Mark;9:59–73.
  • Drucker, P. F. (1954). The practice of management. New York:Perennial Library.
  • Durand R, CoeurderoyR(2001). Age, order of entry, strategic orientation, andorganizational performance. J Bus Venturing;16:471–94.
  • Edvardsson, B., Brown, S. W., Johnston, R. &Scheuing, E. E. (eds.) (1996)Advancing Service Quality: A global perspective, QUIS 5, International Service Quality Association Inc, NY.
  • Felton, A. P. (1959). Making the marketing concept work. Harvard BusinessReview, 37(4), 55– 65.
  • Flavia´n, C., & Lozano, J. (1999, 19 (5)). Organisational antecedents of market orientation in the public university system. International Journal of Public Sector Management , 447- 467
  • Filatotchev, I., Strange, R., Piesse, J., & Lien, Y. -C. (2007). FDI by firms from newlyindustralised economies in emerging markets: Corporate governance, entry modeand location. Journal of International Business Studies, 38, 556−572.
  • Fornell, C. (1992). “A National Customer Satisfaction Barometer: The Swedish Experience.” Journal of Marketing
  • Fornell, C. and B. Werneldt (1987). “Defensive Marketing Strategy by Customer Complaint Management: A Theoretical Analysis.” Journal of Marketing Research 24(November): 337-346.
  • Fritz, W. (1996). Market orientation and corporate success: Findings fromGermany. European Journal of Marketing, 30(8), 59– 74.
  • Gainer, B., &Padanyi, P. (2005). The relationship between market-oriented activities and market-oriented culture: Implications for the development of market orientation in nonprofit service organizations. Journal of Business Research, 58/6, 854−862
  • Gerpott, T.J., Rams, W. and Schindler, A. (2001). Customer retention, loyalty and satisfaction in market.Telecommunications Policy, (25): 249-69. the Atkin mobile cellular
  • telecommunications [25] Goodman PS, RS,
  • SchoormanFD(1983). On the demise of
  • organizationaleffectiveness studies. In: Cameron KS, Whetten DA, editors.
  • Organizationaleffectiveness a comparison of multiple models. New York (NY):Academic Press,.
  • Gray, B., Matear, S., Boshoff, C., & Matheson, P. (1998). Developing a better measure of market orientation. European Journal of Marketing, 32(9/10), 884–903
  • Greenley, G. E. (1995). Market orientation and company performance: Empirical evidence from UK companies. British Journal of Management, 6, 1 –13.
  • Grönroos, C. (1984). “A Service Quality Model and Its Marketing Implications.”European Journal of Marketing 18(4): 36-44.
  • Gronroos, C. (1989), “Defining marketing: a market-oriented approach”, European Journal ofMarketing, Vol. 23 No. 1, pp. 52-60
  • Grönroos, C. (2006). On defining marketing: finding a new roadmap for marketing.Management theory, 6 (4), 395-417.
  • Guillén, M., Nielsen, J.P., Scheike, T.H., & Pérez-Marín, A.M. (2011). Time varying effects in the analysisof customer loyalty, A case study in insurance. Expertsystems with applications.doi10.1016/j.eswa.2011.09.45.
Toplam 34 adet kaynakça vardır.

Ayrıntılar

Bölüm Derleme
Yazarlar

Davoud Pırouzı

Samaneh Kakhkı Bu kişi benim

Yayımlanma Tarihi 13 Mayıs 2015
Yayımlandığı Sayı Yıl 2015 Cilt: 36 Sayı: 3

Kaynak Göster

APA Pırouzı, D., & Kakhkı, S. (2015). Impact of Market Orientation (Intelligent generation) on customers’ performance and markets’ performance. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi, 36(3), 2897-2904.
AMA Pırouzı D, Kakhkı S. Impact of Market Orientation (Intelligent generation) on customers’ performance and markets’ performance. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi. Mayıs 2015;36(3):2897-2904.
Chicago Pırouzı, Davoud, ve Samaneh Kakhkı. “Impact of Market Orientation (Intelligent Generation) on customers’ Performance and markets’ Performance”. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi 36, sy. 3 (Mayıs 2015): 2897-2904.
EndNote Pırouzı D, Kakhkı S (01 Mayıs 2015) Impact of Market Orientation (Intelligent generation) on customers’ performance and markets’ performance. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi 36 3 2897–2904.
IEEE D. Pırouzı ve S. Kakhkı, “Impact of Market Orientation (Intelligent generation) on customers’ performance and markets’ performance”, Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi, c. 36, sy. 3, ss. 2897–2904, 2015.
ISNAD Pırouzı, Davoud - Kakhkı, Samaneh. “Impact of Market Orientation (Intelligent Generation) on customers’ Performance and markets’ Performance”. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi 36/3 (Mayıs 2015), 2897-2904.
JAMA Pırouzı D, Kakhkı S. Impact of Market Orientation (Intelligent generation) on customers’ performance and markets’ performance. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi. 2015;36:2897–2904.
MLA Pırouzı, Davoud ve Samaneh Kakhkı. “Impact of Market Orientation (Intelligent Generation) on customers’ Performance and markets’ Performance”. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi, c. 36, sy. 3, 2015, ss. 2897-04.
Vancouver Pırouzı D, Kakhkı S. Impact of Market Orientation (Intelligent generation) on customers’ performance and markets’ performance. Cumhuriyet Üniversitesi Fen Edebiyat Fakültesi Fen Bilimleri Dergisi. 2015;36(3):2897-904.