Author
Stanley F. Slater
Other affiliations: University of Washington, University of Colorado Colorado Springs, Colorado College
Bio: Stanley F. Slater is an academic researcher from Colorado State University. The author has contributed to research in topics: Market orientation & Marketing strategy. The author has an hindex of 51, co-authored 82 publications receiving 33161 citations. Previous affiliations of Stanley F. Slater include University of Washington & University of Colorado Colorado Springs.
Papers published on a yearly basis
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TL;DR: In this paper, the authors have been observing for more than three decades that business performance is affected by market orientation, yet to date there has been no valid measure of market orientation.
Abstract: Marketing academicians and practitioners have been observing for more than three decades that business performance is affected by market orientation, yet to date there has been no valid measure of ...
8,812 citations
TL;DR: In this paper, the authors define effective organizations as configurations of management practices that facilitate the development of knowledge that becomes the basis for competitive advantage, and describe a market orientation, complemen...
Abstract: Effective organizations are configurations of management practices that facilitate the development of the knowledge that becomes the basis for competitive advantage. A market orientation, complemen...
4,336 citations
TL;DR: In this article, the authors have shown evidence of a positive relationship between market orientation and performance and suggested that competitive environment could moderate this relationship, but they did not consider the impact of competition on market orientation.
Abstract: Recent studies have shown evidence of a positive relationship between market orientation and performance. However, some scholars have suggested that competitive environment could moderate this rela...
2,279 citations
Book•
01 Jan 1989
TL;DR: In this paper, the authors report the development of a valid measure of market orientation and analyze its effect on a business's profitability using a sample of 140 business units consisting of commodity products businesses and non-commodity businesses.
Abstract: Marketing academicians and practitioners have been observing for more than three decades that business performance is affected by market orientation, yet to date there has been no valid measure of a market orientation and hence no systematic analysis of its effect on a business's performance. The authors report the development of a valid measure of market orientation and analyze its effect on a business's profitability. Using a sample of 140 business units consisting of commodity products businesses and noncommodity businesses, they find a substantial positive effect of a market orientation on the profitability of both types of businesses.
1,842 citations
TL;DR: In this article, the relationship between market orientation and new-product success has been examined and a measure of proactive market orientation has been developed to measure both responsive and proactive market orientations.
1,430 citations
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TL;DR: The authors argue that service provision rather than goods is fundamental to economic exchange and argue that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision is fundamental for economic exchange.
Abstract: Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output The dominant logic focused on tangible resources, embedded value, and transactions Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the cocreation of value, and relationships The authors believe that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange The authors explore this evolving logic and the corresponding shift in perspective for marketing scholars, marketing practitioners, and marketing educators
12,760 citations
Posted Content•
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TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.
9,241 citations
TL;DR: In this paper, the authors address three questions: (1) Why are some organizations more market-oriented than others? (2) What effect does a market orientation have on employees and business performance? (3) D...
Abstract: This research addresses three questions: (1) Why are some organizations more market-oriented than others? (2) What effect does a market orientation have on employees and business performance? (3) D...
7,978 citations
Abstract: Considerable progress has been made in identifying market-driven businesses, understanding what they do, and measuring the bottom-line consequences of their orientation to their markets. The next c...
6,313 citations
TL;DR: In this article, the authors present frameworks for thinking about customer value, customer value learning, and related skills that managers will need to create and implement superior customer value strategies in the next decade and beyond.
Abstract: Driven by more demanding customers, global competition, and slow-growth economies and industries, many organizations search for new ways to achieve and retain a competitive advantage. Past attempts have largely looked internally within the organization for improvement, such as reflected by quality management, reengineering, downsizing, and restructuring. The next major source for competitive advantage likely will come from more outward orientation toward customers, as indicated by the many calls for organizations to compete on superior customer value delivery. Although the reasons for these calls are sound, what are the implications for managing organizations in the next decade and beyond? This article addresses this question. It presents frameworks for thinking about customer value, customer value learning, and the related skills that managers will need to create and implement superior customer value strategies.
4,544 citations