文档介绍：Girish Ramani & V. Kumar
Interaction Orientation and Firm
Performance
Marketing managers are being required to demonstrate the profitability of their marketing actions down to the level
of their individual customers and on an ongoing basis. At the same time, customers expect firms to increasingly
customize their products and services to meet their demands. Firms still need to produce superior products, sell
smarter, and understand the markets as a whole, but the ability of firms to orient themselves to interact essfully
with their individual customers will differentiate them in the future. Advances in technology have resulted in
increasing opportunities for interactions between firms and customers, between customers, and between firms. An
interaction orientation reflects a firm’s ability to interact with its individual customers and to take advantage of
information obtained from them through essive interactions to achieve profitable customer relationships. First,
the authors identify ponents of interaction orientation: (1) customer concept, (2) interaction response
capacity, (3) customer empowerment, and (4) customer value management. Second, they relate interaction
orientation to both customer-level and aggregate-level performance measures. Third, they identify the antecedents
of interaction orientation. Fourth, they examine the moderating effects of customer-initiated contacts and
competitive intensity on the interaction orientation–performance linkage. The results are based on a survey of top
marketing managers. monly held view that customer-based relational performance is related to customer-
based profit performance is not supported. However, both customer-based relational performance and customer-
based profit performance affect aggregate business-level performance positively. Interaction orientation is a
phenomenon observed in both business-to-business and business-to-consumer firms. The extent of customer-
initiated contacts moderates t