Responsive market orientation

The job of a marketer (and the job of a health care professional as well) is not only to understand and respond to people s expressed needs but also to help customers learn more about what they need and want. In essence, marketers also must understand and respond to people s latentne ls. Narver, Slater, and MacLachlan (2004) call the former a responsive market orientation and the later a proactive market orientation. Marketers do not create needs, but they do help consumers to understand their latent needs and to translate needs into wants. An understanding of this issue is helpful in explaining pharmacy s current experiences with patient-centered services. 

NarverJC, SlaterSF, MacLachlan DL. 2004. Responsive and proactive market orientation and new-product success. J Prod Innov Manag 21 334. 

In addition to chain organisation, a market-oriented approach requires special attention to be given to consumer information. In order to communicate effectively, the Ministry of Agriculture, Nature Management and Fisheries and the Task Force are working from their various areas of responsibility with a joint communication plan. 

Narver, J. C., Slater, S. F., and MacLachlan, D. L (2004), "Responsive and Proactive Market Orientation and New Product Success," Journal of Product limovation Management 21 (5), 334-47. 

Fabrication of the prototype is an important step in product development. It demonstrates that the various components can indeed be physically integrated to form the final product with the desired functionalities. Consider a UV sensor. While its functionality depends on the physical response of a certain nanomaterial in the presence of UV light, an electric circuit and a display system are required for a functional consumer product. The availability of a prototype is essential in test marketing, safety tests, reliability tests and so on. However, the development of consumer-oriented products often involves a considerable amount of trial-and-error, which can lead to costly delays in product launching [10]. 

The first of the organising systems can be labelled an activities approach. In response to the question What is this destination like , listings of available activities in an area are frequently drawn up, thus defining both the commercial and the public opportunities available to visitors to the region. At times the overall listing is supplemented by profiles of activities for a particular market. For example, adventure-oriented tourists may be targeted in publications that list companies offering adrenalin-rush opportunities. 

This is the opportunity-oriented perspective on environmental issues. It can be used and applied in any business context. Yet many companies remain focused on compliance and regulatory issues as their definition of environment. Those entrepreneurial thinkers within corporations who perceive market opportunities for more environmentally responsible products face significant obstacles if senior level managers are ill-informed about current market conditions and societal trends. Companies unable to adapt take the risk of falling by the wayside as their competitors move quickly to pursue new markets for environmentally benign materials and technology. 

Two rationales for change pertain to market-driven, consumer-oriented features of motor vehicles. One is the value of power train electrification, enabling highly controllable, quiet, smooth, and customized responsiveness to driver input. The other is the need for ample onboard electric power to provide a variety of amenities as well as enable power train electrification. 

Numerous factors play a role in the behavioral response of consumers to novel foods and beverages. Of particular importance are their sensory and overall quality, and attitudinal or personality variables of potential consumers (5). Another significant factor that can affect consumer response is the available information on the products and the story behind a product. Thus, the lack of familiarity and access as well as the lack of scientific information on the chemical composition, quality parameters and health benefits of herbal teas from Africa, may certainly limit the access to western oriented and Asian new food and beverage markets (<5). 

If the overall labour market conditions seem rather promising, the lack of a tradition in activation may also mean that the adoption of a truly activation-oriented policy for non-working people will take time before it is adopted and can deploy its impact. This may be one key reason why, in spite of the overall favourable conditions, the performance of those activation polices that have so far been evaluated is at best mixed. Our hypothesis is that activation has been introduced half-heartedly so far, often more in response to the political need to do something about unemployment rather than with a clear employment maximisation objective. This is probably more the case in activation measures developed within the social assistance system or, in those cantons where such programmes exist, in unemployment assistance programmes (see Sect. 4.3.2 and Bonoli and Bertozzi 2007). 

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