Applying the marketing concept to cultural organisations: an empirical study of the relationship between market orientation and performance

A recent trend in nonprofit organisations is an emphasis on business management and concepts. This paper examines the application of the marketing concept to nonprofit arts organisations through an analysis of the relationship between market orientation and organisational performance. Data were collected from arts organisations in two large Canadian cities, and a structural equations model was developed to test the impact of marketing activities and culture on three performance variables (customer satisfaction, peer reputation and resource attraction). The analysis shows that the model fits the data well and that six hypotheses pertaining to the relationship between market orientation and organisational performance were supported. The study concludes that those organisations that implemented more market‐driven activities into their marketing plans were more likely to develop a market‐oriented internal culture. A market‐oriented culture not only predicted a growth in resources and higher levels of customer satisfaction, but also a growth in reputation among peers. Copyright © 2002 Henry Stewart Publications     

The market orientation concept in the private nonprofit organisation domain

The market orientation concept has become one of the central issues of scientific and entrepreneurial study in the marketing discipline. In fact, the theoretical and empirical contributions to this field of research have proliferated in various contexts throughout the last decade. One domain, however, in which market orientation investigation has been relatively limited until recently, is in private nonprofit organisations. Thus, the main purpose of this paper is to delimit the market orientation concept in the private nonprofit organisation context. The alternative basic orientations adopted by these organisations are first assessed in order to specify next the meaning of market orientation from a dual perspective: as an organisational philosophy and culture, and as an organisational behaviour. Copyright © 2002 Henry Stewart Publications     

Matching structure and strategy: Towards a market orientation in health care

The introduction of an ‘internal’ or ‘managed’ market mechanism into the National Health Service required fundamental structural reorganisation, involving the separation of purchaser and provider functions. While a degree of structural change has occurred among the emergent purchasing organisations subsequent to the initial reforms, there is a lack of corresponding evidence of ongoing structural change in acute provider units. Despite the existence of a direct relationship between organisational structure and strategy, the extent of change in the organisational structure of hospitals is questionable. Indeed at the macro level current acute hospital structures, that is NHS Trusts, are remarkably similar to ‘pre-reform’ structures, despite the unsuitability of these structures for the market orientation required by the internal market. Such prevalence arguably reflects the marginal effect that current managerial structures have had on those delivering services and the predominance of the medical hierarchies. Specifically, those responsible for the marketing of hospital services in current structures are not directly linked to those who deliver the service, in spite of the introduction of clinical directorate structures. Part of a broader study of the market behaviour of acute NHS Trusts in Scotland, this paper explores the organisational avenues open to health care providers to overcome this separation in the pursuit of market-led service delivery and concomitant market orientation.     

Market versus societal orientation in the nonprofit context

There has been considerable interest of late among nonprofit practitioners in market orientation and the extent to which its adoption might be linked to enhanced organisational performance. Preliminary studies have typically employed instruments such as MARKOR to measure market orientation in this setting and found tentative support for the existence of such a link. In this paper it will be argued that these approaches are fundamentally flawed. The market orientation construct represents the operationalisation of the marketing concept in the for‐profit sector. Since the concept is defined differently by nonprofit academics and practitioners there is a need to develop a new measure of its operationalisation specifically in this context. A review of the literature suggests that this might best be termed societal orientation. Copyright © 2001 Henry Stewart Publications     

Museum pricing: challenges to theory development and practice

• The museum sector has undergone considerable change in the last few decades, which has been a result of both internal and external forces. The topic of pricing in museums, however, has attracted little interest from researchers in the field despite the sector's need to understand it better. This study aimed to address this gap in knowledge. Results of a comprehensive literature review on pricing highlight that the topic of pricing in museums is problematic, as a range of issues, social, political and often value-laden, must be considered before pricing decisions can be made. The study highlights that there is diversity in the sector with regard to pricing, but that museums generally adopt a unilateral approach to pricing. Researchers in entrepreneurial marketing have noted that conventional pricing theory is being turned on its head and they argue that deciding what prices to charge represents one of the more entrepreneurial strategies for organisations. This study indicates that, within the context of museums, marketers are failing to recognise and capitalise on such pricing opportunities. Approaches to setting multiple museum pricing strategies, depending on the market context, are proposed in this paper. In this way, knowledge of museum pricing can optimise the organisational outcomes of museums while continuing to meet their social responsibilities.

Copyright © 2007 John Wiley & Sons, Ltd.     

Critical social marketing – The impact of alcohol marketing on youth drinking: Qualitative findings

• This paper presents findings from exploratory qualitative research as part of a critical social marketing study examining the impact of alcohol marketing communications on youth drinking. The findings from stakeholder interviews (regulators and marketers) suggest that some alcohol marketing might target young people, and that marketers are cognisant of growing concern at alcohol issues, including control of alcohol marketing. Focus groups with young people (aged 13–15 years) revealed a sophisticated level of awareness of, and involvement in, alcohol marketing across several channels. It was found that some marketing activities featured content that could appeal to young people and appeared to influence their, well‐developed, brand attitudes. The research demonstrates the utility of taking a critical social marketing approach when examining the impact of alcohol marketing. The implications of these findings for research, regulation and policy around alcohol marketing are also examined. The contribution that studies such as this make to the debate around marketing principles and practice, and to social marketing, is also discussed.

Copyright © 2009 John Wiley & Sons, Ltd.     

创业营销对创业绩效的影响研究:一个有调节的中介模型

先前学者们对于创业营销的研究大多聚焦于定性研究,文章从创业营销的创业导向与市场导向入手,通过实证研究的方法探究创业营销对创业绩效的提升机制。以创业导向作为自变量、市场导向作为中介变量、顾客导向为调节变量,构建一个有调节的中介模型。通过问卷搜集中国297家企业的数据检验假设,结果表明:创业导向、市场导向均正向影响创业绩效,且当市场导向作为中介变量时,对两者之间对创业绩效的总效应更加明显;顾客导向的调节作用并不明显。最后,提出了管理建议与未来的研究方向。     

Working below and above the line: the research–practice gap in diversity management

In HRM, a line can be drawn that distinguishes research on formal organisational programmes (above‐the‐line research) from research on organisational practices as they are experienced by employees (below‐the‐line research). Diversity management research has heavily emphasised below‐the‐line research using methodologies that measure employee perceptions of diversity management activities. This research demonstrates an impact of diversity management on employee reactions and identifies unit‐level factors (e.g. leader behaviour) that impact the effectiveness of diversity management activities. However, below‐the‐line research is not able to answer HR professionals' questions about which diversity management activities should be adopted when, and so a research–practice gap is developing. I explain how both academics and practitioners would benefit from more above‐the‐line research examining the impact of formal organisational diversity management activities as reported by senior managers or documented in organisational records.     

Market orientation: an option for universities to adopt?

• The primary objectives of this exploratory paper are to test the concept of market orientation adapted from related literature in the education context and to examine the effects of market orientation as a second‐order factor on university student satisfaction. The revised scale, validated through exploratory factor analysis and confirmatory factor analysis, constitutes a good fit. Specifically, the new scale is statistically and positively related with student satisfaction, indicating that market orientation is an important factor that leads to higher student satisfaction. The findings show that the degree to which students are satisfied with their choice of university depends significantly on how market oriented the university is. In other words, the effective application of market orientation strategy relates to student satisfaction and to the decisions they make when selecting a university. To that end, market orientation is an option for universities to adopt. The empirical results add to the meager and emerging literature on marketing and branding of universities and will be of interest of university administrators and marketing and branding managers of universities. The paper concludes by discussing conclusions, implications, limitations, and future research.

Copyright © 2015 John Wiley & Sons, Ltd.     

Marketing Strategies of Korean MNCs in the US Consumer Electronics Industry

Abstract

This study examines the marketing strategies and management styles of Korean and Japanese multinational corporations in the US consumer electronics industry. Hypotheses are developed with regard to strategic goals and objectives, marketing mix variable emphasis, market orientation and planning focus. The empirical results generally support the research hypotheses that Japanese companies are not only more aggressive in delivering marketing mix but also more-market oriented than Korean counterparts who often base their marketing strategy on short-term profitability rather than long-term market share growth.     

Innovation orientation and long-term performance: The mediating role of market perception capability

This paper examines the relationship between the orientation towards innovation of SMEs and long-term performance, considering market perception capability as a mediating variable. This research topic is important because it can provide a better understanding of the relationship between innovation orientation and performance, since most of the previous papers that have analyzed this relationship have done so from a short-term perspective. But the effect of innovation orientation on performance may not be immediate and short-term, but long-term, and may be influenced by the company’s ability to develop marketing capabilities. A sample of 77 independent hotels is taken for empirical contrast and a system of structural equations is modelled using the Partial Least Squares (PLS) technique. The results show that the company’s capacity to understand the market in which it operates functions as a mechanism that intervenes in the relationship between innovation orientation and long-term result, with a mediating effect that explains the positive effect of innovation orientation on the long-term results.

     

Rethinking arts marketing in a changing cultural policy context

This paper investigates recent changes in British cultural policy and their implications for arts marketing. It first points out the decisive role of the policy in shaping the environment of the nonprofit arts and argues that arts marketing developed as an organisational strategy within the context of marketisation policy since the 1980s. This is followed by an analysis of the current cultural policy, where ‘social impacts’ of the arts are highly emphasised and state intervention intensifies. Through a case study, it is demonstrated that nonprofit arts organisations are adapting to the new environment by rapidly expanding programmes for educational and social purposes while implicitly resisting top‐down political pressure. The paper raises the question of whether the arts marketing framework can reflect the new reality of arts management. Copyright © 2005 John Wiley & Sons, Ltd.     

The case for psychology in human resource management research

A recent literature has developed criticising the growing influence of a psychological perspective within research on human resource management (HRM). This paper addresses and rebuts the various criticisms and outlines the positive contribution of work and organisational psychology to HRM research. In looking to the future and the continuing development of HRM research, we argue that there is a need to engage in research that is multidisciplinary, multilevel, multistakeholder, and multimethod. We propose a number of research topics that meet these criteria and to which work and organisational psychology can offer a distinctive contribution. We call for other disciplines to make a more positive contribution to ensure that HRM research continues to flourish.     

Creating customer value in the not‐for‐profit sector: a case study of the British Library

• Public sector organisations are being increasingly subjected to both legislative and competitive pressures forcing them to reconsider their relationships with users and customers (Chapman and Cowdell, 1998 ) in order to develop a more overt marketing orientation (defined as focusing on customer needs as the primary drivers of organisational performance (Jobber, 2004 )). The creation of customer value underlies the development of a meaningful marketing orientation, and is a nettle that more public sector and not‐for‐profit organisations will have to grasp. This article considers how a more marketing‐oriented approach was adopted by the British Library in order to clarify and communicate its value proposition to its identified target markets, and in doing so, hopefully achieving a sustainable competitive advantage on an ongoing basis.

Copyright © 2005 John Wiley & Sons, Ltd.     

Golden goose or wild goose? The hunt for the green consumer

The green consumer has been the central character in the development of green marketing, as businesses attempt to understand and respond to external pressures to improve their environmental performance. Marketing practitioners and academics are attempting to identify and understand green consumers and their needs, and to develop market offerings that meet these needs. So far there is little consensus about the identity and nature of green consumers, except that they have been something of a disappointment to the marketers who have pursued them. These difficulties perhaps reflect the folly of trying to understand green consumption and green marketing by viewing it as simply a variation on conventional marketing. This article proposes some different ways of looking at green consumption and green marketing, which have the potential to prevent the hunt for the green consumer from deteriorating into a wild goose chase. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment     

The Question of Value in Social Marketing

A bstract . Economic theory fails to recognize value in social marketing, it is argued, because these beliefs are widely held: (1) social marketers do not consider consumer needs , (2) they are motivated by social welfare , (3) the price mechanism does not fully operate in the social sphere, (4) there is usually insufficient competition , and (5) social marketing is less effective in market control. Based on quality-of-life (QOL) theory , several normative principles are derived to guide the efforts of social marketers. One, QOL-means have to be determined by relating them to QOL-ends (long term satisfaction). Two, discrepancies between QOI, means potentialities and actualities have to be minimized. And third, social marketing programs designed to minimize those discrepancies have to be developed in such a way as to reduce negative environmental impacts.     

An empirical investigation on the role of market orientation in church participation

• In recent years, the concept of market orientation has become an attractive avenue for research in marketing. Despite an array of applications of market orientation in the context of religious organisations, an empirical examination of the role of market orientation in affecting church participation remains limited. The purpose of this research is to develop and test a model that explains the role of market orientation in a church participation context. Data were collected from a particular church denomination in Australia using a self-administered questionnaire. This yielded a useable sample of 344. Confirmatory factor analysis was used to test the validity and reliability of the measures, while structural equation modelling was used to test the hypotheses. The findings suggest that market orientation is significantly related to church participation. Further, competitor orientation was found to be negatively associated with church participation. These findings suggest that it is important for church leaders to: (1) understand the needs of church members (customer orientation), (2) ensure that the various ministries in the church are perceived as delivering significant value by its members (interfunctional coordination), and (3) ensure that the range of ministries offered by the church is not perceived as the strategic tools to compete with other churches (competitor orientation), but rather as the means to serve its members effectively.

Copyright © 2010 John Wiley & Sons, Ltd.     

Broadening the market orientation: An added focus on internal customers

Though the marketing concept is the cornerstone of the marketing discipline, businesses typically describe only limited success in implementing it. An examination of the core pillars of the marketing concept points to limitations in the first pillar, the customer focus. This pillar is directed at the external customer, the person purchasing the firm's products and services with no attention to the internal customer, the employee. Whereas much attention has been directed to human resource practices in total quality management, marketers have overlooked its importance. This article describes an exploratory study based on in-depth interviews with corporate executives from a broad range of American organizations, which phenomenologically assesses the characteristics of the marketing concept and the employee activities that foster its implementation.     

生活方式对中国消费者购买行为的影响——以上海手机市场为例

本文主要研究生活方式对中国消费者购买行为的影响。选择手机作为研究对象,上海作为样本的选择地点,在问卷调查的基础上,借助探索性因子分析和确认性因子分析,创建并验证了中国人的生活方式度量量表。随后用结构方程模型对生活方式与购买行为之间的关系进行了研究,详细分析了生活方式各因子与购买行为之间的内在联系。最后,作者根据研究结果从生活方式的视角提出了一个全新的中国消费市场划分方法,帮助企业针对消费群体,定位、设计、生产、完善产品和实施有效的市场营销策略。     

The nature and influence of motivation within the MOA framework: implications for social marketing

• Social marketers acknowledge that to achieve optimum programme outcomes, identification and targeting of the non-conforming cohort is paramount. This article discusses the application of the social marketing framework, motivation, opportunity and ability (MOA) with a particular focus on the motivation aspect of the model. Motivation is considered from the perspectives of intrinsic and extrinsic motivation.
• Previously, the degree or level of motivation has been used in the operationalisation of the motivation construct, while in this paper the type of motivation is used as the basis for the construct. The construct is then applied to an environmental land management study, namely a rabbit control programme.
• Specifically, the aims of this paper were to further develop the MOA constructs, with a particular focus on motivation, including intrinsic and extrinsic motivation, to develop an understanding of the factors that are associated with ineffective behaviour and to develop a model to predict effective/ineffective control behaviour.
• Scales were developed to enable a study of the relationship between the MOA constructs, including intrinsic and extrinsic motivation, and the respondents control behaviour. Data were collected from a random sample of 566 respondents who were involved in the control programme. Using ANOVA and MANOVA techniques, significant differences were found between those landholders that exhibited effective control and ineffective control with regard to all MOA constructs.
• A multinomial logit (MNL) regression model was then developed to predict behaviour. This model showed that ability and intrinsic motivation were significant predictors of behaviour. The estimated model was able to predict recalcitrant landholders with 98% accuracy. The results of this study therefore provide a significant contribution to social marketing as it is the recalcitrant cohort that social marketers wish to understand and whose behaviour they frequently attempt to rectify in order to achieve stated social and/or environmental objectives. The implications for related social market theory, policy development and environmental management programmes are discussed.

Copyright © 2006 John Wiley & Sons, Ltd.