This proposal presents a brief background of the study which entails the concept and importance
of market orientation, business performance and competiveness. Also, the research problem,
research objectives, scope and limitations of the study as well as the disposition of the study has
been discussed.

1.1 Background of the Study
In today’s business environment, competitive advantage has become a key to survival for most of
the firms. The present era of globalization has resulted in unprecedented changes such that
companies in all sectors of the economy and of all sizes are implementing various strategies to
improve performance without compromising quality of product and or services. Companies must
constantly provide innovative products and services to guarantee business performance. Thus, a
market orientation that results in a market-focused strategy to sustain competitive advantage is
the best solution (Akomea and Yeboah, 2011). Such a strategy aligns the organisation with
stakeholders and facilitates the continuous improvement in every aspect of their daily operations.

With increasing competitive pressure, to be responsive to the needs of customers, the term
market orientation has gained importance and popularity among business practitioners and
researchers (Hinson, Ofori, Kastner and Mohammed, 2008; Safarnia, Akbari and Abbasi, 2011).
Market orientation is defined as the generation of appropriate market intelligence relating to
current and future needs of customers and the abilities of competitive entities to satisfy these
needs; the integration and dissemination of such intelligence across departments; and the
coordinated design and execution of the organization’s strategic response to market opportunities


(Slater and Narver, 2000; Safarnia, Akbari and Abbasi, 2011). Gudlaugsson and Schalk (2009)
noted that market orientation is a form of organizational culture where employees are committed
to continuously creating superior customer value that result in business performance.

Olosula (2011) explained business performance as the ability to assess the level of success of a
business organization. Trkman and McCormack (2009) asserts that measuring performance is
important for all organisations because it helps the organization to attain the level of
organizational success or failure and also serve as a yardstick for achieving significant
improvement in the overall organizational activities. Measures of performance can be seen from
an objective perspective that is more about the financial assessment to organizational
performance such as return on equity, return on assets and sales growth (Shariff, Peous and Ali,

According to Zhou, Li, Zhou and Su (2008), market orientation includes three behavioural
components namely customer orientation, competitor orientation, and inter-functional
coordination. This places emphasis on the need for firms to acquire, disseminate, and respond to
market intelligence from both buyers and competitors. Due to the changing needs of customers,
customer orientation requires a clear understanding of both the present and future demand
dynamics of target customers (Safarnia, Akbari and Abbasi, 2011). Hence, a customer-oriented
firm is in the position of anticipating its customers’ changing needs and respond to them through
continuous innovation (Zhou et al., 2008). On the other hand, a competitor orientation focuses on
watching competitors closely, matching the marketing initiatives of competitors promptly, and
understanding short-term strengths and weaknesses and the long-term capabilities and strategies


of current and potential competitors (Slater and Narver 2000; Safarnia, Akbari and Abbasi,
2011). In addition, Narver and Slater (1990) asserts that inter-functional coordination focuses on
the dissemination and use of market information through coordinated efforts across the whole
firm and emphasizes the collective use of the organization's resources to deliver superior
customer value.

Every organisation need to focus on market oriented in order to gain long-term competitiveness,
and the actions of market-oriented organisations must be consistent with the marketing concept
which places customers at the very core of business operations (Safarnia, Akbari and Abbasi,
2011). Market orientation represents an effective marketing implementation which illustrates the
significance of adopting a proactive attitude to doing business and developing a competitive edge
designed to satisfy customer needs better than competitors (Martin and Grbac, 2003). Market
orientation is important since it enables organisations to understand the market place thereby
developing an appropriate product and service strategies to meet customer needs (Liu, Luo and
Shi, 2002).

There is a positive and significant association between market orientation and organizational
performance (Slater and Narver, 2000; Lings and Greenly, 2009; Tajeddeni, Trueman and Larsen,
2006; Dauda and Akingbade, 2010). Firms with sound market orientated culture perform better
in understanding their customers and other competitors (Hult and Ketchen, 2001). An effective
market orientation result in better customer relationship which enhances performance outcomes
such as sales, growth, market share and profits (Kuada and Buatsi, 2005; Jain and Bhati, 2007).
Positive effect of market orientation on performance is not only reflected in superior financial


performance (that is, objective measure) but has also been linked to other factors (that is,
subjective measure) that are beneficial to the customers, the firm and its employees, and society
in general (Dauda and Akingbade, 2010). Aspects beneficial to the customers are stronger level
of satisfaction and access to better products whiles factors beneficial to the organisation include a
better capacity for innovation, a greater entrepreneurial productivity, stronger interdepartmental
integration and improved employee’s organizational commitment (Dauda and Akingbade, 2010).

1.2 Statement of Problem
Quality service and products sustains customers’ confidence and is therefore essential for
achieving competitive advantage. However many companies including Huawei Ghana Limited
are facing challenges in improving service and product quality to achieve increased performance.
Thus, providing excellent product and service quality and high customer satisfaction is a big
challenge facing many industries in Ghana (Hung, Huang and Chen, 2003). Since consumers are
now more informed than ever before, meeting their expectation is increasingly becoming more

Market orientation is a grossly neglected measure of performance measurement in most
developed countries including Ghana (Khondaker and Mir, 2006). The ability to satisfy
customers through implementation of an effective and efficient market orientation is vital for a
number of reasons. For example, a disgruntled customer can, become a saboteur, dissuading
other potential customers away from a particular service provider. Although the concept of
market orientation has been embraced by management of Huawei Ghana Limited, there exist
challenges in effectively implementing it to increase performance. At Huawei Ghana Limited,


there exists market orientation inefficiencies which has resulted in challenges in customer
assurance, low reliability, responsiveness and empathy which has cost the organizations sums of
money as a result of low repeat purchases.

1.3 Aim and Objectives of the Study
The aim of the study is to examine the impact of market orientation on the performance and
competiveness of Huawei Ghana Limited.

The following are the specific objectives:

To describe the determinants and the critical factors of market orientation that enables
Huawei Ghana Limited to gain competitive advantage.

To analyze the effect of market orientation on the performance and competiveness of
Huawei Ghana Limited.

To examine the challenges being faced by Huawei Ghana Limited in achieving
competitive advantage.

1.4 Research Questions
This research will address the following research questions:

What are the determinants and the critical factors of market orientation that enables

Huawei Ghana Limited to gain competitive advantage?
Marketing orientation adoption has a positive effect on the company’s performance?
What are the challenges being faced by Huawei Ghana Limited in achieving competitive

1.5 Significance of the Study
It cannot be denied that market orientation plays a major role in the success of many businesses.
It is therefore important for Management of Huawei Ghana Limited to be able to define the
importance of the dimensions of market orientation and their relative importance to clients’
satisfaction. As competitions are increasing and the focus on improving the quality of services
offered are becoming very vital, there is a need for Huawei Ghana Limited to plan strategies that
will differentiate them from others and thus the need for an effective and efficient market

Findings of the study will assist Huawei Ghana Limited to create an organizational culture in
which every employee views the customer as stakeholder whose interests and needs should be
protected. Huawei Ghana Limited has to understand the need of their customers. Hence, this
study would be beneficial to managers of the company since their actions must be based on a
thorough understanding of the market in which they operate. Also, it has been proven that
satisfaction of customer’s need through employees’ market orientation improves organizational
growth and profitability which are required for its competitiveness and survival (Dauda and
Akingbade, 2010).

This study will also contribute to the emerging body of empirical literature on market orientation
and organizational performance relationship. According to Pelham and Wilson (2001), a marketoriented firm, which has a sound market information gathering and handling abilities, can predict


the necessities and changes in markets accurately and quickly, allowing them to respond quickly
and appropriately thereby enhancing their competitive advantage.

1.6 Methodology
The section discusses the research design, sampling strategies, data collection, sources of data
(secondary and primary data), sample size, process of data management and data analysis.

1.6.1 Research Design
This study will rely on quantitative data gathering techniques. Quantitative research
methodology attempts to establish formal relationships between related variables. Quantitative
research method involves a numeric or statistical approach to research design (Rifki, 2010).

1.6.2 Research Design
There exist four research designs namely exploratory, descriptive, explanatory and experimental
(Saunders, Lewis and Thornhill, 2009). This study will use the descriptive research approach.
The descriptive design was primarily chosen because it has the advantage of producing varied
amount of responses from a wide range of respondents.

1.6.3 Sampling Technique
Sampling is the act, process, or technique of selecting a suitable sample, or a representative part
of a population for the purpose of determining parameters or characteristics of the whole
population (Mugo, 2008). The researcher will use the judgmental or purposive sampling
technique to sample twenty (20) Staff for the study. Purposeful sampling is a strategy in which


particular settings, persons, or events are selected deliberately in order to provide important
information that cannot be gotten as well from other choices (Maxwell, 2005). Purposive
sampling will therefore target key individuals who can give the information required for the
study. Respondents’ having deep knowledge of the company’s overall marketing culture and
practices will be sampled.

1.6.4 Sources of Data
There exist two sources of data namely primary and secondary data sources. Data is said to be
primary if it is collected first hand by an inquirer for a determinable purpose whiles secondary
data refers to data that has been selected by an inquirer who is not one of the original data
creators for a purpose that may be different from that of the original purpose (Leary, 1995). In
undertaken this study, both secondary data and primary data sources will be used. Secondary
sources consist of theoretical and empirical literature included newsletters, journals and
publications from the internet. Primary data sources to be used to gather information include

1.6.5 Data Collection Method
Semi-structured questionnaires will be used to collect data for the study. Questionnaires are an
inexpensive way to gather data from a potentially large number of respondents. According to
Leary (1995), advantages for using a questionnaire include the fact that they are less expensive
and easier to administer. Semi-structured questionnaires to be used will include closed and openended questions. A closed-ended question is a form of question which can normally be answered
with a simple ‘yes/no’ or where there are multiple choice answers. On the other hand, in open-


ended questions, respondents answer in their own words. Semi-structured questionnaires will be
distributed to twenty (20) Staff of the company.

1.6.6 Data Presentation and Analysis
The Statistical Package for Social Sciences (SPSS) will be used to statistically analyze data
obtained. Responses gathered will be entered and analyzed using SPSS to obtain frequencies and
their corresponding percentages for the various variables. Data will be presented in the form of
tables, bar and pie charts.

1.7 Scope and Limitations of the Study
Due to time and financial constraints, the study will be limited to only Huawei Ghana Limited.
The company considers most information, except those contained in their annual report and
official releases, sensitive and for that matter detailed but relevant information will not be readily
available. The accuracy of this research is dependent on respondent’s honesty and co-operation
in revealing very specific information on the topic.

1.8 Organization of the Study
The study is organized into five chapters. Chapter One presents the introduction which
encompasses the background of the study, objectives of the study, research questions,
significance of the study and limitation of the study. Chapter two focuses on the literature review
on the concept of market orientation, company performance and competiveness. The chapter also
reviews empirical literature on the impact of market orientation on company’s performance and
competiveness. Chapter three focus on the methodology and will cover the target population,


sample, instrument for data collection, reliability of data collection instrument, procedures for
data collection and data analysis. Chapter four presents the analyses of data collected from the
field. Chapter five presents the summary of the study, conclusion and recommendations.



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