| The primary purpose of this study was to explore the marketing concept in the Korean leisure sport industry. Specifically, this study examined the levels of market orientation and service orientation in terms of type, location and size of the sport fitness centers. The study also investigated the relationships among market orientation, service orientation and organizational performance, including (1) the effects of market orientation on service orientation, (2) the effects of market orientation on organizational performance and (3) the effects of service orientation on organizational performance.; To accomplish the purposes of the study, five hypotheses were considered. Participants for the study were a total of 400 marketing managers or directors from randomly selected sport fitness centers in South Korea. Data were collected through a mail survey method. The instruments utilized included the market orientation scale (MKTOR), the service orientation scale (SERV*OR), the Organizational Performance Questionnaire and the Demographic Information Questionnaire. A total of 303 completed questionnaires were analyzed by using the Statistical Package for Social Science (SPSS 11.05).; The findings of the study were as follows: (1) The differences in market orientation were significant in terms of the organizational factors, including type, size and location, (2) The differences in service orientation were significant in terms of type and location, but not size, (3) All of the three market orientation dimensions, including customer orientation, competitor orientation and interfunctional coordination, had significant and unique relationships with service orientation, (4) Two of the three market orientations, including competitor orientation and interfunctional coordination had significant and unique relationships with organizational performance, (5) Seven of the ten service orientation dimensions, including customer treatment, employee empowerment, service failure prevention, service failure recovery, servant leadership, service compensation and service training had significant and unique relationships with organizational performance. |
