What counts versus what can be counted: the complex interplay of market orientation and marketing performance measurement
What counts versus what can be counted: the complex interplay of market orientation and marketing performance measurement
Market orientation (MO) and marketing performance measurement (MPM) are two of the most widespread strategic marketing concepts among practitioners. However, some have questioned the benefits of extensive investments in MO and MPM. More importantly, little is known about which combinations of MO and MPM are optimal in ensuring high business performance. To address this research gap, the authors analyze a unique data set of 628 firms with a novel method of configurational analysis: fuzzy-set qualitative comparative analysis. In line with prior research, the authors find that MO is an important determinant of business performance. However, to reap its benefits, managers need to complement it with appropriate MPM, the level and focus of which vary across firms. For example, whereas large firms and market leaders generally benefit from comprehensive MPM, small firms may benefit from measuring marketing performance only selectively or by focusing on particular dimensions of marketing performance. The study also finds that many of the highest-performing firms do not follow any of the particular best practices identified.
organizational configurations, marketing control, market orientation, marketing performance measurement, business performance
60-78
Frösén, Johanna
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Luoma, Jukka
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Jaakkola, Matti
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Tikkanen, Henrikki
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Aspara, Jaakko
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May 2016
Frösén, Johanna
bebefa10-2441-42eb-a2ba-9c792cb86443
Luoma, Jukka
dbee3534-f989-4b99-853a-acd328fb5ee2
Jaakkola, Matti
8b73957d-296c-4416-88fd-0cb4b0ddcb10
Tikkanen, Henrikki
d9952364-929c-4861-b2a3-0348aae4fba4
Aspara, Jaakko
2f29449a-c4ce-44db-94be-c9214a750bc1
Frösén, Johanna, Luoma, Jukka, Jaakkola, Matti, Tikkanen, Henrikki and Aspara, Jaakko
(2016)
What counts versus what can be counted: the complex interplay of market orientation and marketing performance measurement.
Journal of Marketing, 80 (3), .
(doi:10.1509/jm.15.0153).
Abstract
Market orientation (MO) and marketing performance measurement (MPM) are two of the most widespread strategic marketing concepts among practitioners. However, some have questioned the benefits of extensive investments in MO and MPM. More importantly, little is known about which combinations of MO and MPM are optimal in ensuring high business performance. To address this research gap, the authors analyze a unique data set of 628 firms with a novel method of configurational analysis: fuzzy-set qualitative comparative analysis. In line with prior research, the authors find that MO is an important determinant of business performance. However, to reap its benefits, managers need to complement it with appropriate MPM, the level and focus of which vary across firms. For example, whereas large firms and market leaders generally benefit from comprehensive MPM, small firms may benefit from measuring marketing performance only selectively or by focusing on particular dimensions of marketing performance. The study also finds that many of the highest-performing firms do not follow any of the particular best practices identified.
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More information
Accepted/In Press date: 16 February 2016
e-pub ahead of print date: 1 May 2016
Published date: May 2016
Keywords:
organizational configurations, marketing control, market orientation, marketing performance measurement, business performance
Organisations:
Centre for Digital, Interactive & Data Driven Marketing
Identifiers
Local EPrints ID: 394386
URI: http://eprints.soton.ac.uk/id/eprint/394386
ISSN: 0022-2429
PURE UUID: 8b935d38-469f-4055-a65d-d2187911a2ba
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Date deposited: 13 May 2016 15:22
Last modified: 15 Mar 2024 00:21
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Contributors
Author:
Johanna Frösén
Author:
Jukka Luoma
Author:
Matti Jaakkola
Author:
Henrikki Tikkanen
Author:
Jaakko Aspara
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