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This proposal presents a brief background of the study which entails the concept and importance
of market orientation, business performance and competiveness. Also, the research problem,
research objectives, scope and limitations of the study as well as the disposition of the study has
been discussed.
With increasing competitive pressure, to be responsive to the needs of customers, the term
market orientation has gained importance and popularity among business practitioners and
researchers (Hinson, Ofori, Kastner and Mohammed, 2008; Safarnia, Akbari and Abbasi, 2011).
Market orientation is defined as the generation of appropriate market intelligence relating to
current and future needs of customers and the abilities of competitive entities to satisfy these
needs; the integration and dissemination of such intelligence across departments; and the
coordinated design and execution of the organizations strategic response to market opportunities
(Slater and Narver, 2000; Safarnia, Akbari and Abbasi, 2011). Gudlaugsson and Schalk (2009)
noted that market orientation is a form of organizational culture where employees are committed
to continuously creating superior customer value that result in business performance.
Olosula (2011) explained business performance as the ability to assess the level of success of a
business organization. Trkman and McCormack (2009) asserts that measuring performance is
important for all organisations because it helps the organization to attain the level of
organizational success or failure and also serve as a yardstick for achieving significant
improvement in the overall organizational activities. Measures of performance can be seen from
an objective perspective that is more about the financial assessment to organizational
performance such as return on equity, return on assets and sales growth (Shariff, Peous and Ali,
2010).
According to Zhou, Li, Zhou and Su (2008), market orientation includes three behavioural
components namely customer orientation, competitor orientation, and inter-functional
coordination. This places emphasis on the need for firms to acquire, disseminate, and respond to
market intelligence from both buyers and competitors. Due to the changing needs of customers,
customer orientation requires a clear understanding of both the present and future demand
dynamics of target customers (Safarnia, Akbari and Abbasi, 2011). Hence, a customer-oriented
firm is in the position of anticipating its customers changing needs and respond to them through
continuous innovation (Zhou et al., 2008). On the other hand, a competitor orientation focuses on
watching competitors closely, matching the marketing initiatives of competitors promptly, and
understanding short-term strengths and weaknesses and the long-term capabilities and strategies
of current and potential competitors (Slater and Narver 2000; Safarnia, Akbari and Abbasi,
2011). In addition, Narver and Slater (1990) asserts that inter-functional coordination focuses on
the dissemination and use of market information through coordinated efforts across the whole
firm and emphasizes the collective use of the organization's resources to deliver superior
customer value.
Every organisation need to focus on market oriented in order to gain long-term competitiveness,
and the actions of market-oriented organisations must be consistent with the marketing concept
which places customers at the very core of business operations (Safarnia, Akbari and Abbasi,
2011). Market orientation represents an effective marketing implementation which illustrates the
significance of adopting a proactive attitude to doing business and developing a competitive edge
designed to satisfy customer needs better than competitors (Martin and Grbac, 2003). Market
orientation is important since it enables organisations to understand the market place thereby
developing an appropriate product and service strategies to meet customer needs (Liu, Luo and
Shi, 2002).
There is a positive and significant association between market orientation and organizational
performance (Slater and Narver, 2000; Lings and Greenly, 2009; Tajeddeni, Trueman and Larsen,
2006; Dauda and Akingbade, 2010). Firms with sound market orientated culture perform better
in understanding their customers and other competitors (Hult and Ketchen, 2001). An effective
market orientation result in better customer relationship which enhances performance outcomes
such as sales, growth, market share and profits (Kuada and Buatsi, 2005; Jain and Bhati, 2007).
Positive effect of market orientation on performance is not only reflected in superior financial
performance (that is, objective measure) but has also been linked to other factors (that is,
subjective measure) that are beneficial to the customers, the firm and its employees, and society
in general (Dauda and Akingbade, 2010). Aspects beneficial to the customers are stronger level
of satisfaction and access to better products whiles factors beneficial to the organisation include a
better capacity for innovation, a greater entrepreneurial productivity, stronger interdepartmental
integration and improved employees organizational commitment (Dauda and Akingbade, 2010).
there exists market orientation inefficiencies which has resulted in challenges in customer
assurance, low reliability, responsiveness and empathy which has cost the organizations sums of
money as a result of low repeat purchases.
To describe the determinants and the critical factors of market orientation that enables
Huawei Ghana Limited to gain competitive advantage.
What are the determinants and the critical factors of market orientation that enables
Findings of the study will assist Huawei Ghana Limited to create an organizational culture in
which every employee views the customer as stakeholder whose interests and needs should be
protected. Huawei Ghana Limited has to understand the need of their customers. Hence, this
study would be beneficial to managers of the company since their actions must be based on a
thorough understanding of the market in which they operate. Also, it has been proven that
satisfaction of customers need through employees market orientation improves organizational
growth and profitability which are required for its competitiveness and survival (Dauda and
Akingbade, 2010).
This study will also contribute to the emerging body of empirical literature on market orientation
and organizational performance relationship. According to Pelham and Wilson (2001), a marketoriented firm, which has a sound market information gathering and handling abilities, can predict
the necessities and changes in markets accurately and quickly, allowing them to respond quickly
and appropriately thereby enhancing their competitive advantage.
1.6 Methodology
The section discusses the research design, sampling strategies, data collection, sources of data
(secondary and primary data), sample size, process of data management and data analysis.
particular settings, persons, or events are selected deliberately in order to provide important
information that cannot be gotten as well from other choices (Maxwell, 2005). Purposive
sampling will therefore target key individuals who can give the information required for the
study. Respondents having deep knowledge of the companys overall marketing culture and
practices will be sampled.
ended questions, respondents answer in their own words. Semi-structured questionnaires will be
distributed to twenty (20) Staff of the company.
sample, instrument for data collection, reliability of data collection instrument, procedures for
data collection and data analysis. Chapter four presents the analyses of data collected from the
field. Chapter five presents the summary of the study, conclusion and recommendations.
References
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