Standard Article

Market Orientation

Part 1. Marketing Strategy

  1. Stanley F. Slater1,
  2. Jakki J. Mohr2,
  3. Sanjit Sengupta3

Published Online: 15 DEC 2010

DOI: 10.1002/9781444316568.wiem01031

Wiley International Encyclopedia of Marketing

Wiley International Encyclopedia of Marketing

How to Cite

Slater, S. F., Mohr, J. J. and Sengupta, S. 2010. Market Orientation. Wiley International Encyclopedia of Marketing. 1.

Author Information

  1. 1

    Colorado State University, Fort Collins, CO, USA

  2. 2

    University of Montana, Missoula, MT, USA

  3. 3

    San Francisco State University, San Francisco, CA, USA

Publication History

  1. Published Online: 15 DEC 2010


One of the most enduring pieces of advice for executives over the past 30 years has been, “Focus on your customers!” Customer focus is the centerpiece of the market-oriented business. The meaning of market orientation, the performance implications of being market oriented, and the processes for achieving a market orientation have been the subject of much debate and research for the past 20 years. In this article, we provide clarity on these issues. In essence, market-oriented businesses generate intelligence about customers, competitors, and other key influencers; share that intelligence broadly throughout the company; integrate and achieve a shared interpretation of the meaning of the market intelligence; and take coordinated action based on that shared interpretation. A large body of research has shown that market-oriented businesses achieve superior new-product success, sales growth, and profitability. Becoming market oriented is not an easy task though. In extreme cases, it requires a total organizational transformation that requires top management commitment, organizational restructuring, new compensation systems, and a commitment to team rather than to self. The material in this article is largely drawn from our book, Marketing of High Technology Products and Innovations (3rd edition) by Jakki Mohr, Sanjit Sengupta, and Stanley Slater, published by Prentice-Hall (2010).


  • market orientation;
  • customer orientation;
  • performance;
  • organizational design;
  • information processing;
  • knowledge management