Chiquan Guo

How manufacturer market orientation influences B2B customer satisfaction and retention: empirical investigation of the three market orientation components

Purpose – This paper aims to examine how the three market orientation components (customer orientation, competitor orientation and interfunctional coordination) influence industrial manufacturers’ customer relationship management outcomes in a business-to-business (B2B) context. Design/methodology/approach – In linking market orientation components and their relationship outcomes, the authors examined the moderating effect of interfunctional coordination. The model was tested using data collected from 279 manufacturing firms in the USA. Findings – While customer orientation and competitor orientation both influence customer relationship outcomes, interfunctional coordination does not. However, interfunctional coordination lessens the positive relationships between customer orientation and customer retention as well as between competitor orientation and customer satisfaction. Although competitor orientation has a slightly stronger impact on customer satisfaction than customer orientation does, it only has ...

Market orientation, distributor relationship, and return on assets

Purpose – The purpose of this paper is to explore how market orientation is related to relationship building outcomes in the downstream distribution process. The authors examine the role of distributor satisfaction in mediating the association between market orientation in distribution and return on assets. Design/methodology/approach – Market orientation in distribution was measured by distributor orientation, competitor orientation, and interfunctional coordination. Findings – Results showed that the positive relationship between market orientation in distribution and distributor satisfaction was strongly supported. While distributor orientation and competitor orientation were both positively related to distributor satisfaction and return on assets, interfunctional coordination was not related to either distributor satisfaction or return on assets. However, interfunctional coordination lessened the positive relationship between distributor orientation and distributor satisfaction. Originality/value – Th...

Strategic positioning, timing of entry, and new product performance in business-to-business markets: do market-oriented firms make better decisions?

ABSTRACT Purpose: The mechanism by which market orientation contributes to positional strength of a new product, appropriate timing of entry to the market, and new product performance is examined in a business-to-business (B-to-B) context. Methodology/Approach: We examine the role of new product positional strength and the role of timing of entry in the market orientation—new product performance relationship using 178 firms operating in the B-to-B market. Findings: The results show that establishing a new product’s positional strength is a key step in the success of the new product. Market orientation does not directly influence new product performance. Instead, it shapes a new product’s positional strength, which, in turn, positively influences new product performance in the B-to-B market. Timing of entry decision for the new product, shown to be an outcome of its positional strength, is not a determinant of new product performance. Research implications: We depict the tactical process in new product success and highlight the role of new product positional strength in linking market orientation and new product performance. Practical implications: The findings reveal that market-oriented firms achieve superior new product performance through well-defined positioning strategy for a new product, not rapidity of action. Originality/Value/Contribution: This study explains how market orientation influences new product performance in the B-to-B market, taking into consideration new product positional strength and timing of entry.

Streamlining interfunctional coordination in industrial SMEs: Insights from market-oriented managers

Although the pattern of interfunctional coordination for large firms has been described and studied, little attention is paid to its fit to industrial small and medium-sized enterprises (I-SMEs). This research updates the conventional understanding by investigating the interfunctional coordination pattern in market-oriented I-SMEs, taking into account the customer environment and the organizational environment. Using a multiple case studies method, this study describes the market-oriented practices of interfunctional coordination in I-SMEs. Drawing upon the findings, this study proposes a useful guideline, namely, streamlined interfunctional coordination, for I-SMEs to improve the marketing outcomes. It suggests that, to enhance the effectiveness of interfunctional coordination, I-SMEs should reduce their coordinative intensity in information exchange and limit the amount of relational flows in relationship exchange. This research offers insights into managing organizational culture and market orientation for I-SMEs.

Distributor orientation and channel profitability for manufacturing-centered SMEs: Moderating role of competitive intensity and coordinative intensity

Purpose This study aims to explore how the distributor orientation of manufacturing-centered small and medium-sized enterprises (MCSMEs) influences relationship building outcomes, distributor satisfaction, and channel profitability. Design/methodology/approach This study examines the moderating role of competitive intensity and coordinative culture in the association between distributor orientation and relationship building outcomes. Findings Empirical results from 115 MCSMEs reveal a strong positive relationship between distributor orientation and distributor satisfaction. The findings also show a positive relationship between distributor orientation and channel profitability. Furthermore, although competitive intensity strengthens the positive relationship between distributor orientation and the two relationship building outcomes, coordinative intensity weakens the positive relationship between distributor orientation and the two relationship outcomes. Practical implications Managerial implications and future research opportunities were discussed. Originality/value The research contributes to the literature on the management of small and medium-sized enterprises and offers practical implications for manufacturers and distribution channel managers.

Differences in organizational web site design across cultures

Purpose – The purpose of this paper is to compare organizational web site design attributes between US and Chinese small- and medium-sized enterprises (SMEs). Design/methodology/approach – The study uses 18 web site design variables identified by previous research. Findings – The results show that US and Chinese SME corporate web sites have both similarities and differences in terms of web site design attributes. The design differences are not much affected by the impacts of macro-economy and technology gaps. However, US and Chinese SMEs may differ in terms of their marketing practices and cultural orientations, and as a result, web site design attributes still remain significantly different. Originality/value – Marketing and cultural factors are found to be important determinants in SMEs’ organizational web site design across the two countries.