Putting internal market orientation into behavioural patterns employed during marketing strategy implementation

David Gray

Research output: Chapter in Book/Report/Conference proceedingConference proceeding contribution

Abstract

The firm’s external ‘market orientation’ can positively influence firm performance (Narver and Slater, 1990; Slater and Narver, 1994). However, there are also internal process drivers and ‘implementation influence tactics’ which can positively impact on marketing success such as ‘internal market orientation’ (Lings and Greenley 2005). As a consequence this paper seeks to explore the drivers of ‘internal market orientation’ and its relationship with ‘implementation influence tactics’ which managers use as a basis for executing their marketing strategies. To aid this process we present hypotheses relating marketing implementation performance to internal market orientation, autocratic tactics, participative tactics and culture based tactics. This paper argues that the ‘internal market orientation’ of the firm is an important antecedent influence on the use of marketing implementation tactics and performance both within and beyond the firm. Thus internal marketing orientation is conceptualised as an enabler in the pursuit of business success, as it sets the landscape in which the firm’s employees and customers operate.
Original languageEnglish
Title of host publicationAustralia and New Zealand Marketing Academy Conference 2008
Subtitle of host publicationmarketing : shifting the focus from mainstream to offbeat
EditorsDaniela Spanjaard, Sara Denize, Neeru Sharma
Place of PublicationSydney
PublisherANZMAC
Pages1-10
Number of pages10
ISBN (Print)1863081445
Publication statusPublished - 2008
EventAustralian and New Zealand Marketing Academy Conference (2008) - Sydney
Duration: 1 Dec 20083 Dec 2008

Conference

ConferenceAustralian and New Zealand Marketing Academy Conference (2008)
CitySydney
Period1/12/083/12/08

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