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在过去的二十年中的市场定位已经由市场领域的学者和从业者的热烈讨论。科特勒（2000）认为，市场导向是营销的核心概念。许多学术等领域也发现市场导向与他们的工作相关的（Besanko等人。，2000）。在公司的成功中发挥的重要作用（柯林斯&波拉斯，1994）。In the past two decades market orientation has been hotly discussed by academics and practitioners in market field. Kotler (2000) asserts that market orientation is the central concept of marketing.https://www.51lunwen.org/qm/ Many academic from other fields also found market orientation relevant to their work (Besanko et al., 2000). Its significant role in companies’ success has been realized as well (Collins & Porras, 1994).

1.1 Concept of Market Orientation
　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　There are various definitions of market orientation, which can be classified into academic perspective and field perspectives (Kohli et al., 1993). Academic perspectives of market orientation ascribe many meanings to market orientation, including emphasizing more on customer than production or cost ((Kanopa & Calabro, 1971), involving marketing in strategy (Felton, 1959; McNamara 1972), according marketing a leadership role (Viebranz, 1967), to name but a few (additional perspectives can be found in Lavidge 1966 and McKitterick 1957). Although authors mentioned above have different concept for market orientation, they core motifs root in their definitions, coordinated marketing, customer focus and profitability (Kotler, 2000). Kohli and Jaworski (1990) assert that all of the themes have limitations. Field perspectives of market orientation are derived from working experiences. Interviews with marketing practitioners reveal that market orientation include three elementary factors, intelligence generation, intelligence dissemination and responsiveness (Kohli &Jaworski, 1990). Integrating both academic perspectives and field perspectives together, Kohli (1993) defines market orientation as the generation of market intelligence fitting to present and future requirements of customers throughput the organization, spread of intelligence with the organization and response to it.
　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　1.2 Market Orientation Measurement
　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　Although many companies are market-oriented, their market orientation levels are different. Insufficient market orientation sometimes is worse than no market orientation at all. So it is important to measure market orientation. Many early studies addressed concerns about measuring market orientation (McNamara 1972; Lawton and Parasuraman 1980), meanwhile their focus were not on measuring development, but adhoc (Churchill 1979; Gerbing and Anderson 1988). Narver and Slater (1990) develop a comprehensive measure with several positive characteristics: not tapping an organization’s speed in generating and disseminating market intelligence; a focused perspective with emphasis on customers and competitions; including several items not tapping behaviors and activities representing market orientation. Kohli et al. (1993) proposed MAROR as a measure of market orientation. They developed a 20-item market orientation scale which is proved to be best represented by the factor structure containing one factor for intelligenc本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。