Implementing a Customer Orientation: Extension of Theory and Application

Abstract

The marketing literature affirms the value of a customer orientation to organizational performance, but it is relatively silent on the implementation of this orientation. This research reports the results of a paired-comparison ethnographic study of the dynamics of implementing a customer orientation in a major public school district. Changes at a progressing site are compared with those at a struggling site. The study provides answers to the question of how an organization adopts a customer orientation by refining understanding of the roles of leadership, interfunctional coordination, and the collection and dissemination of customer-focused data in the transformation process.