Skip to main content
Log in

Building the foundation of a Firm’s market competence

  • Unternehmen
  • Published:
Marketing Review St. Gallen

Abstract

Many firms are experiencing difficult times regarding their turnover and profits. What started as a financial crisis soon became a sales crisis. This article offers a definition of market competence — what areas a firm needs to master in order to drive sales — and a model offering a stable foundation for knowledge sharing, strategizing and executing regarding customers.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Similar content being viewed by others

References

  • Andersen, H./ Ritter, Th. (2008): Inside the Customer Universe: How to Build Unique Customer Insight for Profitable Growth and Market Leadership, Chichester.

  • Berthon, P./ Hulbert, J. M./ Pitt, L.F. (1999): To Serve or Create? Strategic Orientations toward Customers and Innovation, in: California Management Review, 42,1, pp. 37–58.

    Google Scholar 

  • Haley, R. I. (1968): Benefit Segmentation: A Decision-Oriented Research Tool, in: Journal of Marketing, 32,3, pp. 303–315.

    Article  Google Scholar 

  • Kohli, A.K./ Jaworski, B.J. (1990): Market Orientation: The Construct, Research Propositions, and Managerial Implications, in: Journal of Marketing, 54,2, pp. 1–18.

    Article  Google Scholar 

  • Kotler, P./ Keller, K.L./ Brady, M./ Goodman, M./ Hansen, T. (2009): Marketing Management, Essex.

  • Kumar, V./ Venkatesan, R./ Reinartz, W. (2008): Performance Implications of Adopting a Customer-Focused Sales Campaign, in: Journal of Marketing, 72,5, pp. 50–68.

    Article  Google Scholar 

  • Meyer, Ch./ Schwager, A. (2007): Understanding Customer Experience, in: Harvard Business Review, 85,2, pp. 116–126.

    Google Scholar 

  • Narver, J.C./ Slater, S.F. (1990): The Effect of Market Orientation on Business Profitability, in: Journal of Marketing, 54,4, pp. 20–35.

    Article  Google Scholar 

  • Plummer, J. T. (1974): The Concept and Application of Life Style Segmentation, in: Journal of Marketing, 38,1, pp. 33–37.

    Article  Google Scholar 

  • Ritter, Th. (2006a): Communicating Firm Competencies: Marketing as Different Levels of Translation, in: Industrial Marketing Management, 35,8, pp. 1032–1036.

    Article  Google Scholar 

  • Ritter, Th. (2006b): A Framework for Analyzing Market Management, Chicago.

  • Schein, E.H. (1992): Organizational Culture and Leadership, San Fransisco.

  • Selden, L./ MacMillan, I.C. (2006): Manage Customer-Centric Innovation Systematically, in: Harvard Business Review, 84,4, pp. 108–116.

    Google Scholar 

  • Shapiro, B.P./ Bonoma, T.V. (1984): How to Segment Industrial Markets, in: Harvard Business Review, 62,3, pp. 104–110.

    Google Scholar 

  • Walter, A./ Ritter, Th./ Gemünden, H.G. (2001): Value-Creation in Buyer-Seller Relationships: Theoretical Considerations and Empirical Results from a Supplier’s Perspective, in: Industrial Marketing Management, 30,4, pp. 365–377.

    Article  Google Scholar 

  • Webster, F.E./ Wind, Y. (1972): A General Model for Understanding Organizational Buying Behavior, in: Journal of Marketing, 36,2, pp. 12–19.

    Article  Google Scholar 

  • Yankelovich, D. (1964): New Criteria for Market Segmentation, in: Harvard Business Review, 42,2, pp. 83–90.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Rights and permissions

Reprints and permissions

About this article

Cite this article

Ritter, T., Andersen, H. Building the foundation of a Firm’s market competence. Thexis 27, 54–58 (2010). https://doi.org/10.1007/s11621-010-0010-0

Download citation

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s11621-010-0010-0

Keywords

Navigation