Abstract
The goal of this paper is to examine the effect of business orientation on the success of small and medium-sized enterprises in Saudi Arabia. Corporate performance is a dependent variable, whereas business orientation, competitor orientation and inter-functional orientation are used as independent variables. This cross-section analysis was based on a quantitative survey design. The target population consisted of 72 SMEs (industrial, commercial and service) identified by the Saudi Chamber of Commerce in Riyadh. The companies were selected from Riyadh, Jeddah, Abha, Dammam and Bisha, which were founded before March 1, 2005 with less than 100 employees in Saudi Arabia. The findings showed that consumer orientation, competitor orientation and inter-functional cooperation had a substantial positive influence on the success of SMEs in Saudi Arabia during the study period. Market orientation dimensions, in particular, demonstrated a modest relationship to company efficiency. It was concluded that the greater the orientation of the business, the higher the output and the income of the enterprises. SME owners/managers are advised to understand the consumer orientation dimensions that have a positive effect on the success of their firms. Involved parties also need to establish more consistent business-oriented strategies that assess corporate success in order to boost the output of Saudi companies.
Highlights
Operating effectiveness and enhancing the company production efficiency, as well as controlling its relationship with the market and, with its customers, have been recognized as a business orientation and a strategic technique
The goal of this paper is to examine the effect of business orientation on the success of small and medium-sized enterprises in Saudi Arabia
This review examines the effect of market orientation (MO) on the performance of Small and medium-sized enterprises” (SMEs), as well as determinants for MO associations with performance between SMEs in Saudi Arabia
Summary
Operating effectiveness and enhancing the company production efficiency, as well as controlling its relationship with the market and, with its customers, have been recognized as a business orientation and a strategic technique. No empirical research has been conducted despite the significance of orientation in strategic planning and marketing literature and the importance of its expected relation to business performance. Narver and Slater (1990) did the first major empirical work in 1990 to analyze the measure of customer attention and its relation with business efficiency. Market-oriented businesses are trying to change the Marketing Strategy elements to meet business targets and maximize a company’s benefits. The orientation of a company is one of the most commonly discussed approaches to product design. A marketing relationship-oriented company (RMO) will improve its business performance
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