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024	7		_a10850 _2local
210	1	0	_aJ Market-Focused Manage
245	1	0	_aJournal of Market-Focused Management _h[electronic resource].
264		1	_aNew York : _bSpringer US : _bImprint: .
300			_bonline resource.
520			_aThe Journal of Market-Focused Management (JMFM) crosses traditional discipline boundaries, publishing original papers on all areas of business that address issues affecting customers and the impacts of those issues. Papers are drawn from such fields as human resources, organization behaviour, MIS, manufacturing, or marketing. The high JMFM standards of double-blind peer review ensure that the papers published are among the best available. JMFM distinguishes itself from other business journals in its pursuit of theme-driven rather than discipline-driven research. The papers published address relevant business problems that do not come in defined packages, that do not trivialise problems for the sake of statistical rigour but are rigorous, both conceptually and substantively. The papers may have recourse to qualitative techniques, but the research presented is always rigorous. Finally, all papers have significant managerial implications and are creative. The notions underlying market-focused management are: (a) customers are of supreme importance; (b) the optimum route to financial viability is the satisfaction of current and future, expressed and latent customer needs; (c) several departments are involved in giving an organisation a customer orientation; and (d) organisational culture, structure, processes and policies have an impact on an organisation's ability to satisfy the customer. The market focus is the concern of all involved in business, not simply the marketing professionals. Some specific topics include, but are not limited to the following: development of innovative techniques for listening to, analyzing and disseminating the voice of the market on a continuous basis by all members of the organization. the impact of human resource policies and organizational structures and processes on customer satisfaction and innovativeness. the role of information technology in integrating customers with t he organization. relationship marketing. enhancing cross-functional integration, teamwork, etc. manufacturing policies that affect customer issues. factors influencing innovations of organizations. top management compensation strategies and their impact on long-term orientation. compensation strategies and their impact on organizational integration. role of formal/informal structures on organizational flexibility to rapidly respond to customer needs. qualitative research techniques. vision, business definitions, corporate strategies, and their differential impact on customer orientation. quantitative models and methods. Motivation and actual or potential applicability of the models are important.
650		0	_aMarketing.
650		0	_aManagement.
650	1	4	_aMarketing.
650	2	4	_aManagement.
710	2		_aSpringerLink (Online service)
776	0	8	_iPrinted version: _x1382-3019
856	4	0	_uhttp://link.springer.com/journal/10850 _zHybrid
999			_c2935 _d2935