This could be approached in several ways. One way would be to consider the spatial extent of the market in which the firm seeks to sell its products or services. For example, local, regional, national, or international. If a firm knows its target market in advance, then it can adapt shape its products or services specifically for the customers in that market. Another way would be to consider whether the buyer of its output is a business (B2B) or an individual consumer (or group) of consumers. A third way would be to consider the market from both a customer and rival firm perspective. For example, in markets characterised by lots of small firms and lots of consumers, then firms would behave differently from those characterised by a small set of dominant firms with market power. Hope this helps? Cheers, Marc
There are several points of view to explain the essence of market orientation. First, Market orientation as culture-based behavioral perspective. Narver and Slater (1990) defines market orientation as an organizational culture that puts profit creation and superior customer value as the top priority. There are three behavioral components: customer orientation, competitor orientation, and coordination among functions within the company. Second, Market orientation as a marketing activity. Market orientation as the generation and dissemination of market intelligence consists of information about customer needs today and the future and exogenous factors affecting these needs. Jaworski and Kohli (1993) there are three elements: generates market intelligence, disseminate market intelligence and responsive.
Hi Lhoussaine. In addition to the other comments, i ll say it depend on your research interest, behavioural vs cultural perspective. For a start, read two articles given by Heng Liu and Elia. These are two well known works on MO concept and measure.