ImplementingaCustomerOrientation：ExtensionofTheoryandApplicationPresentedby李婧雯·车敏·李小芳·张阁·蒋志超IntroductionCustomerOrientationThesetofbeliefsthatputsthecustomer’sinterestfirst,whilenotexcludingthoseofallotherstakeholders…inordertodevelopalong-termprofitable[viable]enterprise.Deshpandé,Farley&Webster，1993IntroductionOrganizationsaremoresuccessfulwhentheyembraceacustomerorientation.Berry1997;Day1999b;Deshpandé,Farley,andWebster1993;Han,Kim,andSrivastava1998;JaworskiandKohli1996;NarverandSlater1990;Narver,Slater,andMacLachlan2000;SlaterandNarver1994,2000IntroductionGapTheliteratureisonlymodestlydescriptiveoftheprocessesforimplementingthisdesiredorientation.IntroductionAmajorpublicschooldistrict•Budget$800million•Employee16,000•School140•Student110,000ResearchContextContentsTheoreticalContextResearchProgramFindingsDiscussionIntroductionResTheoreticalContextPresentedby蒋志超TheoreticalContextThreecriticalorganizationalvariablesSeniorleadershipInterfunctionalcoordinationMarketintelligenceTheoreticalContextThreecriticalorganizationalvariablesSeniorleadership[C]ustomer-orientedvaluesandbeliefsareuniquelytheresponsibilityoftopmanagement.OnlytheCEO[chiefexecutiveofficer]cantakeresponsibilityfordefiningcustomerandmarketorientationasthedrivingforces.“Webster,1998TheoreticalContextThreecriticalorganizationalvariablesInterfunctionalcoordinationEveryone’sjobisdefinedintermsofhowithelpstocreateanddelivervalueforthecustomer,andinternalprocessesaredesignedandmanagedtoensureresponsivenesstocustomerneedsandmaximumefficiencyinvaluedelivery.“Webster,1994TheoreticalContextThreecriticalorganizationalvariablesMarketintelligenceMarketingresearchersemphasizetheimportanceofhavingaccuratemarketintelligencethroughouttheorganizationtoensurecustomerrequirementsaremetandcompetitiveforcesrepelled.“Webster,1994reticalContextFindResearchPresentedby李婧雯ProgramResearchProgramFocalOrganizationstrongcommitmentRelativelyrudimentaryleveldiverseorganizationalprocesseswideacce...
