1: QUESTIONNAIRE

1
QUESTIONNAIRE TO MEASURE THE LEVEL OF MARKET ORIENTATION OF A FIRM
The content of this supplementary note links with the following chapters: 1 (page 25), 2 (page 41), 18 (page 429)
How to fill in the questionnaire In the box to the right of each statement, rate the firm using a scale of 0 to 10. The rating scale has 11 positions (see below): a score of 0/10 means that you, personally, totally disagree with this description; a score of 10/10 means that you fully agree with the proposed description. The intermediate scores are there to qualify your judgment. Disagreement/agreement scale
Score out of 10 Agreement/ disagreement 0 Strongly disagree 1 2 3 4 5 6 7 8 9 10 Strongly agree

Neither agree nor disagree

Market-Driven Management: Supplementary web resource material

Jean-Jacques Lambin, 2007 Published by Palgrave Macmillan

1: QUESTIONNAIRE

PART I

Inter-functional coordination 1-IC-1: 2-IC-2: 3-IC-3: 4-IC-4: We encourage direct contact with customers at all company levels and functions. Market information (on customers, competitors, distributors, ...) is diffused systematically to all departments within the firm. Marketing staff in our SBU spend time discussing customers future needs with other functional departments. We have interdepartmental meetings at least once a quarter to discuss market trends and developments.

Competitor orientation 5-CO-1: 6-CO-2: 7-CO-3: 8-CO-4: We systematically analyse the strengths and weaknesses of our direct competitors. We systematically analyse the threats coming from substitute products. We analyze the best practice of competition to improve the quality of our own offers. We are fast to respond to competitors actions directed at our customers. .

Distributor orientation If there are no independent distributors, write NA for not applicable. 9-DO-1: 10-O-2: 11-DO-3: 12-DO-4: We help our distributors to achieve their performance objectives by providing training and technical assistance. We regularly measure the level of satisfaction/dissatisfaction of our distributors and their image of our company. We regularly analyse the compatibility of our strategy with the objectives of our distributors. Our managers are personally committed in the firms contacts with our distributors.

Market-Driven Management: Supplementary web resource material

Jean-Jacques Lambin, 2007 Published by Palgrave Macmillan

1: QUESTIONNAIRE

Response to customer orientation 13-KR-1: 14-KR-2: 15-KR-3: 16-KR-4: 17-KR-5: 18-KR-6: Individuals from our SBU interact directly with direct (and/or indirect) customers to learn how to serve them better. In B2B markets, we also analyse the needs of the customers of our direct customers. (For B2C, if not applicable, write NA.) At least once a year, we measure the level of our customers satisfaction/dissatisfaction. Principles of market segmentation guide our strategy to best meet the diversity of our customers needs. We periodically measure our customers perceived image of our brand(s) or company. We are fast to respond to new emerging needs of our customers.

Proactive customer orientation 19-KP-1: 20-KP-2: 21-KP-3: 22-KP-4: 23-KP-5: We meet with customers at least once a year to find out what products or services they will need in the future. We search for opportunities in areas where customers have a difficult time expressing their needs. We continuously try to discover additional needs of our customers of which they are unaware. We help our customers anticipate developments in their markets. We work closely with lead users to identify customer needs months or even years before the majority of the market may recognize them.

External influencer or prescriber orientation 22-PB-1: We have identified the key external prescribers or influencers who do not buy, pay or use our products but who certify or recommend them to our customers. We regularly examine the influence and the role played by these external influencers vis--vis our customers. . We regularly organize information and/or training sessions for external influencers or prescribers about the characteristics of our products. We periodically measure the perceived image of our brand(s) or company among key influencers. .

23-PB-2: 24-PB-3:

25-PB-4:

Market-Driven Management: Supplementary web resource material

Jean-Jacques Lambin, 2007 Published by Palgrave Macmillan

1: QUESTIONNAIRE

Other civil society stakeholders (consumerists, ecologists, NGOs etc) 26-ST-1: 27-ST-2: 28-ST-3: 29-ST-4: We know well the socio-economic changes that could have a substantial impact on our industrial activity. We are aware of the socio-ecological side effects of our industrial activities. We are maintaining contacts and a dialogue with the main civil society stakeholders operating in our reference market. We take actions to minimise the negative ecological impact of our products and of our industrial activity.

Corporate business philosophy 30-MO: With reference to the last two years, a market orientation strategy including not only customers, but also (when relevant) distributors, competitors, prescribers and other stakeholders was the prevailing business philosophy understood, accepted and implemented at all levels in our SBU.

PART II

The following questions relate to the environment and to the firms business performance. The rating scale in this part of the questionnaire has 5 positions, three of them supported by a verbal label. In the right column the score which best describes your overall opinion. Market power of distributors 41-TD: In your reference market, over to the last two years, how strong was the market power of distributors? 1=very weak; 3=moderate; 5=very strong

Aggressiveness of the competitive environment 42-TC: In the market under study, over to the last two years, how aggressive was the competitive environment? 1=very placid; 3=moderate; 5=very aggressive

Market-Driven Management: Supplementary web resource material

Jean-Jacques Lambin, 2007 Published by Palgrave Macmillan

1: QUESTIONNAIRE

Turbulence of the technological environment 43-TT: Over the last two years, what was the pace of the technological change? 1=very placid; 3=changing; 5=very fast changing

Turbulence of the ecological environment 44-TE: Over the last two years, how strong was the pressure of ecology in your reference market? 1=very weak; 3=moderate; 5=very strong

Present performance of the company 45-PERF: Referring to the current situation, rate how was the overall performance of your SBU compared to your direct competitor(s)? More specifically, compared to your direct competitor, how does your firm perform in terms of 46-PERF: 47-PERF: 48-PERF: 49-PERF: 40-PERF: Sales revenue growth Market share gain Profitability Successful innovation Customer satisfaction 1=much worse; 3=the same; 5=much better

Market-Driven Management: Supplementary web resource material

Jean-Jacques Lambin, 2007 Published by Palgrave Macmillan