Markedsorientering

Markedsorientering is an organizational philosophy that emphasizes aligning a company’s strategy, processes, and resources with the needs, expectations, and dynamics of the external market. The aim is to create value for customers while staying responsive to competitors and broader environmental changes. It is considered a driver of strategic flexibility and performance in many industries.

Two influential models provide the core components of markedsorientering. Narver and Slater (1990) describe market orientation as consisting of three interrelated components: customer orientation, competitor orientation, and interfunctional coordination. Kohli and Jaworski (1990) formulate market orientation as a set of processes for handling market information: intelligence generation, intelligence dissemination, and organizational responsiveness. Although phrased differently, both frameworks emphasize listening to the market, sharing insights across the organization, and acting on that information.

Measurement of markedsorientering typically involves scales assessing the extent to which a firm conducts market intelligence activities, disseminates insights within the organization, and acts upon them, as well as the three components of the Narver–Slater model. Empirical studies generally find a positive relationship between market orientation and business performance, especially in dynamic or complex environments.

Practical implications include establishing systematic market intelligence processes, fostering cross-functional collaboration, and ensuring leadership supports a market-facing culture. Critics note that the concept can be vague or overlap with general customer focus; its benefits depend on organizational capabilities such as absorptive capacity, resources, and the ability to translate insights into effective actions.