دانلود رایگان مقاله انگلیسی استراتژی های رقابتی بین بازاریابی مستقیم مزارع انتاریو تا مصرف کنندگان - اشپرینگر 2017

Abstract

This paper examines the importance of two resources, namely a market orientation and an entrepreneurial orientation, in new product development and satisfaction with firm performance among direct and alternative marketers. Using a partial least squares structural equation model and data from a 2013 survey, this paper models the effect of a market orientation and entrepreneurial orientation on satisfaction with current performance and expected future performance for agricultural firms in Ontario, Canada. Our results show that a market orientation and entrepreneurial orientation are important factors in determining rates of product and marketing innovations among farm-based agribusinesses. These findings further demonstrate that a market orientation is a powerful resource as it enables firms to become aware of opportunities to provide superior value for consumers, especially when operating in non-traditional markets.

Conclusions

Using a PLS-SEM applied to data from a 2013 survey of direct marketers in Ontario, Canada, this paper examines the importance of a market orientation and entrepreneurial orientation for farm operations. These results show that market awareness coupled with a timely response is an important factor in improving expected future performance.

One of the limitations of this study is that it relies on self-reported and subjective measures of current and future performance. The use of self-reported subjective measures may not have been avoidable since the subjects of inquiry are closely held farm operations. Therefore, the results should be interpreted with caution, especially when it comes to suggesting causal links between entrepreneurial traits, innovation activity, and satisfaction with current performance or expectations of future performance. This also applies to the fact that the data are cross-sectional in nature, as it relies on data from one point in time. Additionally, this study examines the results of marketing and product innovation strategies in Ontario, Canada; therefore, the applicability to other areas may be limited. However, we feel that the results of this research could provide firms in similar political, technological, social, and economic situations a framework from which to build a strategy to compete within direct and alternative markets. Future research in this area could develop new tools and methods to overcome these limitations, either by developing a panel dataset or by establishing the relationship between subjective and objective measures of performance within this sector.