Results 211 to 220 of about 10,005 (254)
Industrial Marketing Management, 2022 The concept of market orientation comprises four components: customer and competitor orientations, each with a proactive and responsive dimension. Studies have considered both responsive and proactive customer orientation. Competitor orientation, however, has been investigated more narrowly. Research has focused specifically on its responsive dimension,
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Coopetition and international entrepreneurship: the influence of a competitor orientation
International Journal of Entrepreneurial Behaviour and Research, 2022PurposeGuided by a relational, stakeholder perspective of resource-based theory, the purpose of the current investigation is to help unpack the complexity of the performance-enhancing nature of coopetition for international entrepreneurs, namely the interplay between collaboration and competition.
James M Crick, Dave Crick
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Competitor Orientation and the Evolution of Business Markets
Marketing Science, 2014Competitor orientation, i.e., the focus on beating the competition rather than maximizing profits, seems to thrive in business situations despite being, by definition, suboptimal for profit-maximizing firms. Our research explains how a competitor orientation can persist and even thrive in equilibrium in markets that reward only profits.
Neil Bendle, Mark Vandenbosch
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Competitor-oriented objectives: the myth of market share [PDF]
, 2005 Competitor-oriented objectives, such as market-share targets, are promoted by academics and are common in business. A 1996 review of the evidence indicated that this violation of economic theory led to reduced profitability. We summarize the evidence as of 1996 then describe evidence from 12 new studies. All of the evidence supports the conclusion that
Armstrong, J. Scott, Green, Kesten C.
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The effects of customer and competitor orientations on performance in global markets: a contingency analysis [PDF]
Journal of International Business Studies, 2007 Should companies adjust their orientations toward customers or toward competitors in global markets? To answer this question, we use contingency theory and examine how the effects of customer and competitor orientations on performance are moderated by different environmental conditions.
Kevin Zheng Zhou +2 more
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Customer Orientation or Competitor Orientation
Cornell Hospitality Quarterly, 2008This study of hotels representing thirty-seven brands from fifty-six countries uncovers the market conditions under which investing resources in specific market strategies leads to higher performance. Specifically, the authors identified, for the first time in an international context, the circumstances under which customer orientation (acquisition ...
Zhou, ZK, Brown, J, Agarwal, S, Dev, C
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Competitor Orientation, Pricing Strategy, and Business Performance
2020This study proposes to study the nature of the relationship between competitor orientation, a strategy based on low prices and hotel business performance, and to test if a low-price strategy plays a mediating role in the relationship between competitor orientation and business performance.
Carlos A. F. Sampaio +2 more
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Journal of Business & Industrial Marketing, 2023
Purpose Customer orientation (CO) means meeting customers’ needs better than competitors. Competitor orientation means using and acting upon the knowledge of competitors. Thus, the main aim of this study is to analyze the effects of environmental competitiveness on export performance by examining the moderating roles of these variables.
Arun, Korhan, Ozmutlu, Saniye Yildirim
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Purpose Customer orientation (CO) means meeting customers’ needs better than competitors. Competitor orientation means using and acting upon the knowledge of competitors. Thus, the main aim of this study is to analyze the effects of environmental competitiveness on export performance by examining the moderating roles of these variables.
Arun, Korhan, Ozmutlu, Saniye Yildirim
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Organizing for Customer and Competitor Orientation
2007The purpose of this study is to investigate the role of structural liaison devices, specialization, the presence of a marketing function, and competitive intensity as antecedents to firms' customer and competitor orientation. Results based on a sample of 99 medium-sized (50-250 employees) manufacturing firms indicate, that while specialization and ...
Sørensen, Hans Eibe, Slater, Stanley F.
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SSRN Electronic Journal, 2007
In this paper, we argue that we can reach a better understanding of the relationships between firm resources and competitive advantage by considering actions that firms take against their rivals' resources in factor markets and political markets. We outline market and firm characteristics that facilitate the deployment of competitors' resource-oriented
Laurence Capron Insead, Olivier Chatain
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In this paper, we argue that we can reach a better understanding of the relationships between firm resources and competitive advantage by considering actions that firms take against their rivals' resources in factor markets and political markets. We outline market and firm characteristics that facilitate the deployment of competitors' resource-oriented
Laurence Capron Insead, Olivier Chatain
openaire +1 more source