Customer‐led and market‐oriented: a matter of balance

Tom Connor

Strategic Management Journal, 1999, vol. 20, issue 12, 1157-1163

Abstract: This article is prompted by Slater and Narver’s (1998) SMJ article entitled ‘Customer‐led and market‐oriented: Let’s not confuse the two’. It is suggested here that Slater and Narver’s contention that strategic success is a function of market‐led orientation rather than customer‐led orientation is too reductionist a proposition which gives inadequate weight to the resource endowment and scale differences between companies. The argument is offered that success through time for the bulk of businesses will be directly related to close relationships with existing customers, particularly for smaller companies, which are the vast majority. Copyright © 1999 John Wiley & Sons, Ltd.

Date: 1999
References: Add references at CitEc
Citations: View citations in EconPapers (9)

Downloads: (external link)
https://doi.org/10.1002/(SICI)1097-0266(199912)20:123.0.CO;2-3

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:bla:stratm:v:20:y:1999:i:12:p:1157-1163

Ordering information: This journal article can be ordered from
http://www.blackwell ... bs.asp?ref=0143-2095

Access Statistics for this article

More articles in Strategic Management Journal from Wiley Blackwell
Bibliographic data for series maintained by Wiley Content Delivery ().