Exploratory Research On Creating A Market Orientation In Jilin Mobile Co., Ltd

Market orientation is a central component of the more general notion of the marketing concept, the pillar upon which the modern study of marketing is based. However, due to the lack of an applicable measurement, those early-related studies had been limited in conceptual discussions. It was until nineties of the 20th century, two groups of US researchers (Narver & Slater; Jaworski and Kohli) had developed the operational definition from the point of organizational culture and information processing respectively. After that, there are more and more studies has focused on this topic.Despite the great and growing interest in the marketing concept, research on how organizations become more market oriented is surprisingly limited. Much research on market orientation has focused on developing measures of a firm's orientation and identifying antecedents and consequences of a greater market orientation. In our country, the researches have not yet really started in this field.This research made a systematic review for market orientation theories and related researches of the domestic and foreign. On the basis of the domestic market surroundings and background, the author chosed Jilin Mobile Co., Ltd as the study object and research how firms create a market orientation. I employed the longitudinal- process method of in-depth qualitative examination. Based on the analysis, I reached the following major conclusions:1. the process of creating a market orientation in Jilin Mobile Co., Ltd involves a number of interdependent changes at the individual, group, and organization levels that occur over a number of years. This process included four stages: initiation, reconstitution, institutionalization, and maintenance. Stage 1 focuses on planning for change by a small group of powerful executives. Stage 2 is characterized by guiding-coalition efforts to build a consensus for change, based on new organizational values and norms and shared market experiences. Stage 3, in this stage, it institutionalize changes in organizational structure, processes, and formal rewards. In stage 4, having achieved a greater market orientation, the organization creates mechanisms to sustain it.2. My analysis suggests that creating a market-oriented organization is essentially a process of cultural transformation. Guiding coalitions create cultural change by inculcating organization members with market-oriented values and providing organization members with transformative market experiences. The coalition members exhibit behaviors themselves and use rewards and recognition to encourage behaviors consistent with the desired values. These management actions and rewards focus on bringing up a intrinsic motivation.Nowadays, in the foreign, the market orientation researches have not been perfect. In the domestic, the researches have not yet really started. On the basis of the market surroundings and background of our country. This research conducted exploratory research on Creating a Market Orientation in Jilin Mobile Co., Ltd. One hand, the study can partly fill the current vacancy of the research for market Orientation in domestic, arouse great concern and attention about this important topic of how to create a market orientation. On the other hand, we can inspect this process model in other enterprises then we can develop a general model for how firms become market-oriented. Based on that analysis, we produced a generalized understanding that can be empirically verified in subsequent research.