Innovation in Changing Market Orientation: A Case Study of Taiwan's Hotel Industry
碩士 === 國立臺北大學 === 企業管理學系 === 99 === The literature reflects little effort to understand the changing of market orientations as a process of innovation. Innovation implicitly includes change, and changes are often pursued because of shifts in management perception of target markets. The authors build...
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| Format: | Others |
| Language: | en_US |
| Published: |
2011
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| Online Access: | http://ndltd.ncl.edu.tw/handle/73013565011452601992 |
| Summary: | 碩士 === 國立臺北大學 === 企業管理學系 === 99 === The literature reflects little effort to understand the changing of market orientations as a process of innovation. Innovation implicitly includes change, and changes are often pursued because of shifts in management perception of target markets. The authors build a fundamental framework on which future research can be constructed based on four case studies of Taiwanese hotels.
The authors take the position that the implementation of market concepts through the cumulative effects of different actions can sufficiently change an organization’s marketing outlook. These actions are instigated by upper management whose values define the firm’s marketing concept but are implemented by bottom level employees. Customer interaction and customer feedback are the direct sources of marketing concepts and subsequent actions taken once customer segments are recognized and adjustments are made.
Four case studies that were obtained through field interviews of Taiwanese hotels are used to construct our framework. This study makes four propositions: Innovation is a process; marketing concepts are based on the customer market; hotel actions are based on the customer market; and implementation involves top-down management, but bottom-up implementation.
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