Strategic Orientation and Firm Performance in an Artistic Environment

Abstract

Conventional marketing wisdom holds that a customer orientation provides a firm with a better understanding of its customers, which subsequently leads to enhanced customer satisfaction and firm performance. However, there are cautions that being too customer focused can lead to inertia, and anecdotal evidence suggests that it may be better to “ignore your customer” when developing new products. Building on the market orientation research stream, the authors examine the impact of three alternative strategic orientations—customer orientation, competitor orientation, and product orientation—on a variety of subjective and objective measures of performance in the nonprofit professional theater industry, which is marked by high rates of artistic innovation and largely unpredictable customer preferences. The results indicate that the association between strategic orientation and performance varies depending on the type of performance measure used. However, the most unambiguous result is that a customer orientation exhibits a negative association with subscriber ticket sales, total income, and net surplus/deficit.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 702 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.