Market Orientation and Firm Performance on Department Stores

Glaydyl C. Quimada *

Santo Tomas College of Agriculture Sciences and Technology, Philippines.

Hiester P. Ibarra

Santo Tomas College of Agriculture Sciences and Technology, Philippines.

John Mark B. Lazaro

Faculty, Santo Tomas College of Agriculture Sciences and Technology, Philippines.

*Author to whom correspondence should be addressed.


Abstract

This study aimed to examine the relationship between market orientation and firm performance in the context of department stores. A quantitative research design was used. The respondents of this study were the managers and supervisors working in the department stores in the municipality of Davao del Norte through total quota sampling. This study used two adopted survey questionnaires. Mean and Pearson r were used as statistical tools. The market orientation in terms of customer orientation, competitor orientation, interfunctional coordination and profit emphasis is moderately observed. The firm performance in terms of financial performance, customer performance, internal business processes performance and learning and growth performance is moderately observed. The result also revealed that market orientation has significant relationship on firm performance. The department stores owners, policy makers, employees, customers and future researchers are urged to recognize the significance market orientation and its effect on firm performance. Managers and supervisors can help the firm to improve their market performance and develop marketing strategy. This will have a positive impact on the firm’s performance and help to better organize and provide customer and market service within the company.

Keywords: Market orientation, firm performance, strategic management, environmental factors


How to Cite

Quimada, Glaydyl C., Hiester P. Ibarra, and John Mark B. Lazaro. 2024. “Market Orientation and Firm Performance on Department Stores”. Asian Journal of Economics, Business and Accounting 24 (6):290-304. https://doi.org/10.9734/ajeba/2024/v24i61362.

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