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It would probably be hard to find anyone these days to argue against the idea that all activities of a business should be responsive to customer needs. It is our contention in this article, though, that being customer-oriented is not enough in the present complex economic environment. Successful players need to be market-driven, a concept that broadens customer orientation to other key market actors (distributors, competitors and prescribers) and which implies that superior customer value creation is the responsibility of all individuals across all functions of the organisation.
The objective of this paper is to consider three fundamental questions.
1. What does it mean for a firm to be market-oriented?
2. How can we measure the level of market orientation in a firm?
3. Does stronger market orientation lead to superior business performance?
Author: Jean-Jacques Lambin
Source: European Business Forum (EBF)
Subjects: Customer Related, Strategy
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