ARTICLE REVIEW ON MARKET ORIENTATION

AND ORGANIZATIONAL PERFORMANCE: THE

CASE OF AWASH BANK SHARE COMPANY

By: Tesfamichale Desalegn

 Abstract

The purpose of paper is to investigate the of market orientation on the organizational

performance of Awash Bank. This research develops a conceptual frame work for developing
market orientation and its effect towards organizational performance in banking industries. The
Quantitative approaches were used for data collection from 190 top bank managers and effective
data was further analyzed by using inferential techniques on spss24. The overall market
orientation analyses findings shows that the extent to which market orientation being applied by
Awash bank is good, particularly the highest score belongs to responsiveness. This finding
implies that Awash Bank S.C. is able to act on the market information and implement
appropriate changes and innovations to meet the market demands. Responsiveness reflects the
firm’s agility and adaptability, which are essential for surviving and thriving in the dynamic and
competitive banking industry. Responsiveness also indicates the firm’s commitment and
capability to deliver superior value and satisfaction to its customers, which can lead to customer
loyalty and retention.

Key words: Market orientation, Customer orientation, Competitor orientation, intelligence

generation, intelligence dissemination, Company performance, Awash bank of Ethiopia
Introduction and Background of the study

Market orientation is mainly about market intelligence or market information about customers,
competitors, and other important stakeholders and trends – in strategic decision making (Slater
etal. 2010). They further mentioned that utilizing market intelligence can continuously improve
both product quality and service quality, and develop innovative products that meet evolving
customer needs; a market orientation delivers superior sales growth and profitability.

Business performance has a variety of meanings (e.g. short- or long-term, financial or

organizational benefits), we can broadly view from two perspectives, and those are Subjective
and objective methods.

The subjective method is primarily concerned with the performance of firms relative to their own
expectations or assessments or relative to the competition. The second method is the objective
concept which is based on absolute measures of performance. Objective measures relate mainly
to financial measures, e.g. return on assets (ROA), return on equity (ROE), return on investments
(ROI), growth in sales, growth in profit and other indicators. (Golden, P.A., Johnson, D.M. and
Smith, J.R.1995).Kohli & Jaworski (1990) saw business performance as being influenced by four
moderators, namely: market turbulence; technological turbulence; competitive intensity; and
performance of the economy, which also suggests the possible impact of a national economy.

Due to competition, banks in Ethiopia have tried to come up with new strategies so as to improve
their Organizational performances. . If a bank is able to recognize early enough which services
customers need and design as well as implement strategies to satisfy those needs, the bank will
gain a competitive advantage over its competitors thus gain a larger market share, hence better
performance. Banks should effectively analyze competitor strategies and actions and make
efforts to counter the actions by providing superior products and services to their customers. The
bank managers need to recognize that their institutions would do well if they develop inter-
functional coordination capabilities, which will support the competitive behavior of
innovativeness.

At present almost all the companies, irrespective of developed or developing countries, consider
market orientation as a pivotal point in their decision making process. Literatures on this concept
suggest that environmental factors such as technology turbulence, competition, market
turbulence, create the need of market orientation (Malhotra, 2001). Therefore, companies now
adopt market orientation either as a culture or philosophy or behavior (Kohli & Jaworski, 1990,
Narver & Slater, 1990).

Statement of the problem

As Kohli and Jaworski (1993) state, ―Managers should strive to improve the market orientation
of their business in their effort to attain higher business performance. Furthermore, (Narver&
Slater, 1990) asserts, a business that increases its market orientation will improve its market
performance. Given that a firm‘s survival depends on its capacity to create value, and value is
defined by customers (Day, 1990), marketing makes a fundamental contribution to long-term
business success. Therefore evaluating Organizational performance is a key task for
management. There has already been a considerable amount of research done on the subject of
market orientation. It is claimed that there is a relationship between market orientation and
improvement of business performance of the companies.

In addition, many researches are done on market orientation and its effect on organizational
performance in developed countries and other developing countries, there are few or none in
Ethiopia. Therefore, considering the importance of market orientation, as well as lack of
information on its effect in Ethiopian context, this research mainly focuses on the effect of
market orientation on organizational performance of Awash Bank

Objective of the study

This study aim to investigate Market orientation and organizational performance in the case of
Awash Bank S.C.

General Objective of the study

The main objective of this research is to examine Market orientation and organizational
performance of Awash Bank S.C and to give the necessary recommendation for the organization
and others.

Specific Objective of the study

The aim and key specific objectives of this research are as follows:

To determine the extent of Awash Bank S. C‘s involvement in market orientation programs.
To determine the extent of Awash Bank S.C considers Market orientation in designing its
marketing management development programs.

To examine the role of market orientation on organizational performance of Awash bank S.C.

To examine the strength of the Company‘s market orientation effectively supports its
organizational performance efforts.

Research question

This study seeks to determine the effects of market orientation on organizational performance; in
case of awash bank; therefore, the study tried to answer the following question;

1) Identify the market orientations that are adopted in awash bank?

2) What is the relationship between market orientation and marketing performance?

3) What is the level of awash bank market orientation?

Related literature review

This paper reviews and concludes the domestic and international empirical research on the
relationship between market orientation and organizational performance, and finds that the
research results can be divided into three categories: First, the market orientation has a direct
impact on organizational performance; second, Organizational performance mediates between
variables or adjust the role of variables; third is the market orientation has no direct impact on
organizational performance. The following describes the market oriented and organizational
performance of the three relations between the research results was introduced.

Apiah-Adu (2011) empirically tested market orientation and performance in a transition

economy (Ghana). The idea of this paper is to scrutinize the effect of internal marketing on
commercial banks organization obligation, market orientation, and business performance. The
researcher argues that although the management literature is stuffed with empirical studies on
market orientation, an assessment of the proof so far advocates that the mass of studies have
been based on industrialized countries. The author argues further that regardless of the reality
that the business surroundings in numerous developing economies are swiftly undergoing
transformation, thereby influencing the metamorphoses of organizations from fabrication to
promotion orientation, empirical research involving to market orientation in rising countries
remains negligible. In an effort to present further approaching into the global significance of
market orientation, this study scrutinized its connection with business performance in an opened
developing country. Probable influences of market enthusiasm, competitive strength and market
growth on this connection were also examined. The results designate that even though market
orientation does not emerge to have a through effect on sales growth or return on Investment, the
competitive surroundings does control the market orientation performance linkage.

Amue and Igwe (2013) examine the effect of internal marketing on market orientation and
business performance. Data collection from 12 commercial banks of Pakistan was embattled.
Quantitative approaches were used for data collection from 500 bank employees and effective
data was supplementary investigated by using inferential techniques on SPSS 18.00. The
findings of the study recommended that internal marketing programs had a momentous effect on
employees commitment, their market orientation and overall profitability of the organization. In
accumulation, the mediating connection of organization commitment with internal marketing and
market orientation was not supported. The studies investigate the involvements by incorporating
element of business performance and market orientation in a particular study. From the study, the
authors suggest that parsimonious aspect is followed by taking the only mediating variable i.e.
organization commitment. Lastly, this study is one of few papers that focus on internal marketing
in Pakistani banking industry.

Accordingly, Aliyu (2014) empirically examined the effect of organizational culture and market
orientation on performance of microfinance institutions in Kenya. The aim of their study is to
evaluate the impact of organizational culture and market orientation on performance. The
population of the study comprises microfinance institutions that are members of the Association
of Microfinance Institutions (AMFI) in Kenya. The researchers used descriptive cross-sectional
survey design and collected primary data using structured questionnaire. Their hypotheses were
through regression analysis. Their results reveal that organizational culture extensively and
positively affect variations in performance. The fractional conciliation impact of market
orientation on the correlation linking organizational culture and performance was established.
The researchers recommended that the admiring impact of organizational culture on market
orientation entails that organizations need to spend further resources in cultivation market
orientation to create sustainable competitive advantage in the course of delivery of advanced
customer experience. They concluded that the effect of organizational culture and market
orientation on performance is more plausible for mature industries regarded as diverse in terms
of customer needs.

Firms with better marketing capabilities have higher propensity to collect market information,
identify unmet needs, introduce new products, promote and make the product accessible to
customers than their competitors (Fahy, et al, 2000). Morgan et al. further explicate that these
marketing capabilities will contribute to the effective execution of marketing strategies where
customers are satisfied, market share improves, sales increases, and profitability grows. Hogan
and Armstrong (2001) purport that a firm‘s competitive position and financial performance
depends on the extent to which the firm builds key capabilities that are critical to produce,
distribute, or market its products.

These empirical reviews support the notion that firms which have the capability to launch new
products that deliver value to customers will be successful in the market. The capability to
innovate and introduce new bank products and services will improve business performance.
Distribution capability in the banking sector represents the delivery channel capacity of the bank
to make its services easily available and accessible to customers. Banks which have the
capability to deploy electronic banking points or expand their branch operations can attract new
customers, retain the existing customers and improve their market share and profitability.

Research design

The research will have explanatory futures. Explanatory because it will attempt to explain and
predict the interrelationship between material market orientation and organizational performance.
The researcher will use both qualitative and quantitative research methods .To measure the
market orientation and company performance variables, are developed multi criteria
measurement scales, to be referred to works carried out previously in this field in developed
countries. The measures for all the constructs in this study were adapted from past research. The
5-point Likert scale was used for the entire study. To measure market orientation, the researchers
used MKTOR measure (Naver and Slater, 1990) that consists of 33 items and assess the sub
factors competitor orientation, customer orientation and inter functional coordination. Company
performance was measured using a modified version of an instrument developed by Gupta and
Govindrajan (1984).
The researcher uses explanatory because the researcher elaborates the case and effect
relationship between variable i.e. between market orientation and Organizational Performance.

Description Variables of the Study

Dependent variable: organizational performance

Independent variables: market orientation

Research approach

Banking sector as a financial intermediary plays a key role in economy and it is as a considered
very important sector of services industry due to its active role in customer dealing and financial
handling .That‘s why selected an active service industry to study the effect of market orientation
on the performance of Awash Bank. The researcher uses both qualitative and quantitative
research methods .To measure the market orientation and company performance variables, are
developed multi criteria measurement scales, to be referred to works carried out previously in
this field in developed countries. The measures for all the constructs in this study were adapted
from past research. The 5-point Likert scale was used for the entire study. To measure market
orientation, the researchers used MKTOR measure (Naver and Slater, 1990) that consists of 33
items and assess the sub factors competitor orientation, customer orientation, intelligence
generation, intelligence dissemination and responsiveness. Company performance was measured
using a modified version of an instrument developed by Gupta and Govindrajan (1984).

Population

Population refers to the entire group of people, events or things of interest that the researcher
wishes to investigate (Sekaran, 2005). A study population can be defined as the entire collection
of cases or units about which the researcher wises to draw conclusions. One of the major steps in
formulating a research design is to define the population according to the objectives of the study.
Target population in statistics is the specific population about which information is desired.
According to Ngechu (2004), a population is a well-defined or set of people, services, elements,
and events, group of things or households that are being investigated. Accordingly this study
focused on Awash Bank which are in Addis Ababa city specifically focused on assistant branch
managers, branch managers or customer relation manager from each branch one of them because
in Awash Bank those employees are responsible for the branch marketing and or sales activities.
The Bank has four regional offices in Addis Ababa that supervise the city branches ‘operations.

So the population was 361 branches

Sample size

The sample size of the study is determined by using the international research sampling size
determination formula. According to Yamane‘s statistical formula (1967), the following is applied
when determining the sample size of the population.
Since the target population is 361 employees at Awash Bank S.C, the corresponding sample size as
per the above formula is 190 employees. So that the unit of analysis are one employee from one bank
branch that individual might be branch manager, assistant branch manager or customer relationship
manager that will depend on the structure of the branch because the structure of the branch vary due
to various reasons.
Data collection instrument

The data for this study is generated from both primary and secondary sources. This is to capture
both the quantitative and qualitative aspect of market orientation and organizational
performance. The primary data sourced through structured questionnaire. Copies of the
questionnaire administered to Awash Bank employees specifically focused on assistant branch
managers, marketing officers or customer relation officers one of them from each branch because
in Awash Bank those employees are responsible for the branch marketing and organizational
performance activities.

Method of data analysis

Data analysis, according to Sekaran (2005), involves a number of closely related operations which
are performed with the purpose of summarizing the collected data and organizing them in such a
manner that they answer the research questions. The operations include editing, coding, classifying
and tabulating. It also entails categorizing, ordering, manipulating and summarizing data, to find
answers to the research questions. Before the actual analysis of data using SPSS, data is cleaned,
edited, checked for accuracy and coded. These processes are essential to ensure that the collected
data is systematically organized in a manner that facilitates analysis (Mugenda & Mugenda,
2003).
To conduct the analysis exhaustively, the data is analyzed with the combination of both
descriptive statistics like minimum, maximum, mean and standard deviation of the variables and
inferential statistics like correlation analysis to examine direction and significant of the
correlation of the variables considered under this. The quantitative data generated analyzed with
the help of Statistical Package for Social Sciences (SPSS) version 24.

Reliability test result

Validity establishes whether the study measures that which it was anticipated to measure or how
honest the study findings are (Healy & Perry, 2000). The questionnaire constructed by the
researcher, it is designed based on the researcher‘s needs and advisors‘ comments about the
study topic and so brings advantages in the sense that it measures exactly what the researcher
intends to measure that shows internal validity is checked to compute research Ethics.

In order to keep the confidentiality of the data given by respondents, the respondents not required
to write their name and assured that their responses is treated in strict confidentiality. The
purpose of the study disclosed in the introductory part of the questionnaire. Furthermore, the
researcher tries to avoid misleading or deceptive statements in the questionnaire. Lastly, the
questionnaires distributed only to voluntary participants.

Result and discussion

The data was collected from a survey of 190 employees of Awash Bank S.C. and analyzed using
multiple regressions. The research questions were:

1. Identify the market orientations that are adopted in awash bank?

2. What is the relationship between market orientation and marketing performance?

3. What is the level of awash bank market orientation?

The findings of this study are consistent with the literature that suggests that market orientation
is a key determinant of organizational performance (AL-Shourah, 2021; Kirca et al., 2005). The
results indicate that Awash Bank S.C. has a high level of market orientation, as it demonstrates a
strong focus on customer needs, competitor actions, market information, and organizational
responsiveness. The results also support the resource-based view of the firm, which argues that
market orientation is a valuable, rare, inimitable, and non-substitutable resource that can enhance
the firm‘s competitive advantage and performance (Barney, 1991).
Among the dimensions of market orientation, responsiveness emerged as the most influential
factor for organizational performance. This finding implies that Awash Bank S.C. is able to act
on the market information and implement appropriate changes and innovations to meet the
market demands. Responsiveness reflects the firm‘s agility and adaptability, which are essential
for surviving and thriving in the dynamic and competitive banking industry. Responsiveness also
indicates the firm‘s commitment and capability to deliver superior value and satisfaction to its
customers, which can lead to customer loyalty and retention.

Customer orientation was the second most important dimension of market orientation for
organizational performance. This finding implies that Awash Bank S.C. has a clear
understanding and appreciation of its customers‘ needs and preferences, and strives to satisfy
them through its products and services. Customer orientation reflects the firm‘s customer-centric
culture, which can enhance the firm‘s reputation and image, as well as its customer base and
market share. Customer orientation also indicates the firm‘s ability to create and maintain long-
term relationships with its customers, which can result in customer trust and advocacy.

Intelligence dissemination was the third most important dimension of market orientation for
organizational performance. This finding implies that Awash Bank S.C. has an effective system
of sharing and communicating the market information among its members and departments, and
facilitates coordination and integration. Intelligence dissemination reflects the firm‘s internal
communication and collaboration, which can improve the firm‘s efficiency and effectiveness, as
well as its innovation and learning. Intelligence dissemination also indicates the firm‘s alignment
and congruence of its goals and strategies, which can enhance the firm‘s coherence and
consistency.

Intelligence generation was the fourth most important dimension of market orientation for
organizational performance. This finding implies that Awash Bank S.C. has a strong capability
of collecting and analyzing information about the market environment, such as customer needs,
competitor actions, and industry trends. Intelligence generation reflects the firm‘s external
orientation and scanning, which can enable the firm to identify and exploit opportunities, as well
as to anticipate and avoid threats. Intelligence generation also indicates the firm‘s market
knowledge and insight, which can support the firm‘s decision making and planning.
Competitor orientation was the least important dimension of market orientation for
organizational performance. This finding implies that Awash Bank S.C. has a moderate level of
attention and response to the actions and strategies of its competitors. Competitor orientation
reflects the firm‘s competitive awareness and positioning, which can help the firm to benchmark
and differentiate itself from its rivals. Competitor orientation also indicates the firm‘s
competitive intensity and rivalry, which can motivate the firm to improve its quality and service.

Conclusion and recommendation

Market orientation provides us with a way to formalize our relationship with the market we serve
rather than standing above these markets. To apply market orientation improves organizational
growth and profitability which are required for its competitiveness and survival. Bank (private
and public) managers have to understand the need of their customers and provide them.
Therefore, market orientation would be beneficial to managers in many ways; their actions must
be based on market understanding, they should have better understanding of business operating
environment and they must work as a team and not as heads of individual function. The
researcher‘s recommendation start form demographic data analysis that contains gender, age,
educational background and the position issues. Nowadays a lot of researches discovered that
women have more effective management and customer handling skills than men. But in Awash
Bank this is not observed; there is male domination. If a bank implements the market orientation
and run to the maximum efforts, it needs to consider gender issue. Besides the age of the
majority is concentrated around the group of (51-60) for management age and experience and
also fresh energy has its own impact on their managerial skill so the Awash Bank needs to take
this into account. Finally like the other demographic sections, the educational background of the
managers of Awash Bank is concentrated on master‘s degree. As suggested above training and
education to upgrade managers matters. Therefore the administrator needs to focus on this area.

The researcher, as market orientation researcher, recommends that the bank should pay a great
attention to loyal customers who are known as employees outside the companies. Customer‘s
attraction and attention to customer satisfaction must be considered in all its aspects, and only
attracting customers to gain profit may occur in short term. Therefore, branches of Awash Bank
require proper coordination together for long term durability and gaining a major share of the
country‘s market and economy. In addition to that, banks should utilize full benefits of customer
and market information to clarify the related aspects of market orientation. To coordinate with
the current aspects relevant to market and service orientation culture, banks should constantly
revise and improve:

1. Strengthening and institutionalize scientific marketing research through bank

2. Strengthen team working culture for better sharing information and increasing synergetic

3. Staff should be trained on the different aspect of market orientation.

Investigating the views of workforce can help managers to recognize evaluate and manage the
related intra organizational drivers needed to improve customer satisfaction. Managers should
frequently ask themselves what they can make change in their banks such as internal structures,
employees arrangements, service processes, training and reward systems. In conclusion market
orientation can bring some advantages for bank managers and supervisors.

First, bank managers must understand that organizational values are bases of making and
maintaining great levels of market and service oriented practices within banks. Second, managers
must measure, examine and diagnose every parts of market and service orientation to benchmark
and supervise how well their especial organization is performing in every of those areas. Third,
managers have known that any particular configuration of banks values and practices are highly
correlated with organizational commitment and loyalty.
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