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Marketing Strategy: Market Orientation: Is it Accepted as a 21st Century Marketing Strategy in the Pharmaceutical Industry? An Example: Spain
Pedro Reinares Lara and Emma Gutirrez de Mesa Journal of Medical Marketing: Device, Diagnostic and Pharmacetical Marketing 2006 6: 260 DOI: 10.1057/palgrave.jmm.5050051 The online version of this article can be found at: http://mmj.sagepub.com/content/6/4/260

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Marketing Strategy Market orientation: Is it accepted as a 21st century marketing strategy in the pharmaceutical industry? An example: Spain
Received (in revised form): 6th March, 2006

Pedro Reinares Lara

holds a PhD in Marketing (UCM, Spain). He has occupied responsible positions in leading companies as well as in several Spanish Universities. He is author of six books in the elds of marketing and communication. Nowadays, he combines his work as resident teacher in the Business Department at Universidad Rey Juan Carlos de Madrid with his work as a consultant.

Emma Gutirrez de Mesa

is a researcher working for the Sustainability Agriculture, Food and Health Scientic Unit at the Institute for Prospective Technological Studies (European Commission) and holds a PhD in Business Administration (UCM, Spain). She has a lengthy professional and research experience in the pharmaceuticals eld. She has occupied responsible positions in leading companies like Bristol Myers Squibb and Schering Plough. She has carried out several international projects for OECD, CSIC and TNO-STI and has published several papers on biopharmaceuticals. She has been resident teacher at Universidad Europea de Madrid for ve years.

Keywords market orientation, pharmaceutical industry, innovation, performance Abstract Following two decades of theoretical contributions to the market orientation concept, today not only the essential details of its application but also its possible effects and benets have been agreed upon. Numerous studies have conrmed the viability and advantages of a market orientation strategy in different sectors and markets. Thus it is surprising that, given the nature of the pharmaceutical industry, there is a relative absence of references on the application of these principles in this industry. The present study attempts to provide exploratory research into the reasons for this absence. For this purpose, a semi-structured telephone interview was carried out with the managing directors of 30 Spanish pharmaceutical companies. The surprising lack of knowledge of the concept and therefore its apparent lack of application in the pharmaceutical industry appears to run counter to the logic and necessary innovation-orientation in this industry. Journal of Medical Marketing (2006) 6, 260267. doi:10.1057/palgrave.jmm.5050051

INTRODUCTION
Emma Gutirrez de Mesa Institute for Prospective Technological Studies, European Commission, Edicio Expo, C/Inca Garcilaso, s/n 41092 Sevilla, Spain Tel: + 34 95 448 83 64 Fax: + 34 95 448 84 34 e-mail: Emma. GUTIERREZ-DE-MESA@ cec.eu.int

In recent years, there has been a proliferation of research and studies related to the concept of market orientation. Pioneering researchers of the concept are Kohli and Jaworski1 and Narver and Slater.2 Through them, the interest of the scientic community in this new

business philosophy has been consolidated, and it is considered by some academics as the new paradigm in the discipline of marketing. Later, by synthesising previous contributions, Cadogan and Diamantopoulos3 advanced the concept, providing a solid platform from which it is possible to analyse the impact of market

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orientation on business performance. According to their contributions, consumer orientation and competitor orientation reect a specic approach to business behaviour associated with the generation and dissemination of, and response to, information on the market. The aim of this work is to deepen understanding of the present application of this concept in a specic business sector, the pharmaceutical industry, whose interest would be justied by the following arguments: the economic relevance of the sector, the social repercussions, the economic implications and the absence of specic research referring to the object of the study.

customers. At the same time, it takes into account the inuence of competitors and incorporates interfunctional coordination. In addition, an important part of the MO strategy is intelligence generation and this cannot be the exclusive responsibility of the marketing department. All functional departments should play an important role in gathering relevant information regarding customers and competitors. Following intelligence generation, a market-oriented rm disseminates market intelligence within the organisation and acts based on this intelligence.5 Four major attempts to conceptualise market orientation have emerged:6 (a) Market orientation as a business philosophy: Under this perspective, market orientation is a philosophy focused on the client, on benets, on interdepartmental integration and on the development of good relationships with employees, distributors and suppliers.7 Market orientation is dened as the degree in which the whole company thinks and acts, internally and externally, guided by and including factors which determine their behaviour in the market and that of their clients.8 (b) Market orientation as interfunctional coordination of the market information: This perspective is proposed by Narver and Slater focusing it on the conjunction of three components: consumer orientation, competitor orientation and interfunctional coordination. In this sense, they dene it as the coordinated utilisation of company resources in creating superior value for target consumers.2 (c) Market orientation as intelligence dissemination and utilisation of the market information: Market orientation, in this case, is summarised around three actions; the generation of

THEORETICAL FRAMEWORK OF THE MARKET ORIENTATION CONSTRUCT

The utilisation of the terms client orientation, market orientation (MO) and marketing orientation without differentiation has generated confusion in the scientic community about the content and scope of the concept. The difference between a market-oriented business and a marketing-oriented business is now clear.4 The market-oriented business applies a complete managerial approach to the whole company, emphasising the market information guiding the marketing processes, and promoting this orientation throughout the company environment. On the contrary, the marketing-oriented business applies an approach focused exclusively on the instruments and variables of marketing, with its practice being centralised in the marketing department. Therefore, the market orientation would imply an internal orientation of the whole company rather than the marketing one. As opposed to the marketing concept and its implantation as marketing orientation, market orientation does not only make the reference to actual and potential

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market intelligence (mainly relative to the present and future consumer needs), the dissemination of such intelligence by the different departments of the rm and the ability to respond to market needs. (d) Market orientation as source of organisational learning: The concept should be built on the ground of marketing orientation. The development of a structure of operation guided by the systematic search of information on consumers and on present and potential competitors, the systematic analysis of such information and the strategic use of all that knowledge.9,10 Subsequent studies have expanded and extended the scope of the concept.1113 Once the market orientation concept has been dened as an orientation from the whole organisation towards the client, it is feasible to consider it as an antecedent of the paradigm of relationship marketing. According to this, it does not seem conceptually doubtful to consider relationship marketing to be a marketoriented form, which places all its emphasis on consumer orientation, treating not only the establishment of relations but also their long-term development in order to generate customer loyalty. Several authors support this point arguing that market orientation does not only establish conceptual bases for relationship marketing but also facilitates its development.1417

extensive range of markets and activities, covering businesses with a great variety of geographical settings, economic situations, political and competitive environments. Although not conclusive, an extensive stream of empirical studies conducted in a variety of rms suggested strong positive relationship between MO and company performance. Table 1 shows a synthesis of the main studies focused on the effects of market orientation. Theoretically, rms with strong MO exhibit a competency to add value to products and services by targeting complete marketing mixes to
Table 1: Researches focused on the effects of market orientation Research MO reports positive effects on performance measured by Financial gains Success of new products Market share
30,31

References
29

SYNTHESIS OF THE EFFECTS AND BENEFITS OF A MARKET ORIENTATION

There are numerous studies that have attempted to show the benecial effects of a market orientation; however, the empirical evidence is not conclusive. This disparity is inevitable given that the application of the concept covers an

MO permits businesses to know and satisfy in a better way the consumer needs and preferences. Also, the success of new products is increased due to the improvement of the efcacy and efciency in the development of it. MO has positive effects on the volume of new products and on the degree of novelty in the industrial sectors. They nd a positive effect in industrial businesses on ROI and new products. There is not a moderating effect on dynamism, competitive intensity and technological turbulence. They nd direct and positive effects on the economic performance and indirect effects on the results of market. They show the relations between market orientation and innovation. The more competitor-oriented businesses, the more they innovate in products, processes and strategies. The more consumer-oriented businesses, the more they innovate in products and strategies.

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16,17

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33

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specic customer segments. This translates into greater demand, higher prot margins and, ultimately, higher overall prots. This direct positive association has been found in different industries and types of companies within the Spanish and European markets, nevertheless few studies focus in the pharmaceutical industry. It is worth mentioning the work of Appiah-Adu and Ranchod in the biotechnology industry. They found that MO is positively associated with performance measures of market share growth, prot margins and overall performance.18 Other studies have found that a high degree of market orientation permits the decrease of the risk of competition in markets where a high level of uncertainty exists.19 Final objectives for the organisation will be set up under this new orientation, such as growth, prot value and long-term stability.4 As a result, the satisfaction of consumer needs, the careful observation of competitors, and the integration and coordination of functions at the management level, should be the principles that guide and determine the actions that the company should be setting up to reach the nal objectives. Several studies have found empirical evidence of the existence of a positive relation between market orientation and the improvement of competitive market position of the business in terms of growth, prot value and stability.2023 But market orientation is also moderated by several factors whose identication has occupied a great part of the scientic literature on the subject. It is not the aim of this work to describe the numerous sources that demonstrate the possible moderating effects of market orientation. Bign et al.24 have carried out empirical studies on this topic and their conclusions can be considered comprehensive enough to portray the general weight of evidence.

APPLYING THE MARKET ORIENTATION CONSTRUCT TO THE PHARMACEUTICAL INDUSTRY

Applying the concept of market orientation to the pharmaceutical industry enables us to dene it as the generation of a marketing intelligence based on the deep knowledge of and an orientation towards an extensive spectrum of customers (like patients nal consumers, the prescribers and providers doctors and pharmacists, and the nancial contributors healthcare systems), as well as the knowledge of and orientation towards the suppliers, competitors and distribution channels. The process of dissemination of all this market information within each functional area and the adequate organisational response in order to satisfy the market needs close the MO process. As a result of such exhaustive knowledge on patients, prescribers, nancial contributors, competitors and trade channels, it becomes easier to anticipate market changes and consequently to generate an advantage over competitors, at least and always provided that not all competitors apply the concept with equal success. Traditionally, the scientic literature has identied positive relations between market orientation and several issues related to innovation (innovation rate, degree of novelty, etc). Besides the complexity of the innovation process, the pharmaceutical industry is characterised by the competitor intensity for the market and in the market. The former implies that companies ght to be rst to launch a new medicine for a certain disease. This allows them to benet from the temporary monopoly and consequently guarantees them some extraordinary benets (with medicines that are an absolute novelty). The latter refers to the rivalry among businesses aiming at their product

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becoming the most utilised therapy for a certain problem of health (among several medicines that are relatively new). Theoretically, a market orientation concept successfully applied to the pharmaceutical industry would be able to drive the two types of innovation, radical innovations (medicines for new illnesses) as well as incremental innovations (medicines with better results in terms of health outcomes). But the complexity of the pharmaceutical R&D process and the scarce probabilities of the discovery of new molecules with superior therapeutic capacity, invites us to reect. It is doubtful that a pharmaceutical company being market oriented would improve the rate of development of radical innovations. The growing complexity of the process and consequently the greater difculty in discovering new molecules, linked with the increasing problem of the majority of developed societies of an aging population and the continuous increase in the public health-care expenses, has led to the emergence of a new type of company. Its fundamental strategy is to wait for patents to expire and launch generic versions of drugs.25,26 Judging from experience, this seems unlikely; however, it seems reasonable that the conscious reorientation of the company towards the market can favour the rate of development of incremental innovations. It seems reasonable that market orientation would be able to generate medicines better adapted to the needs of patients (nal consumers) and more comfortable in terms of methods of administration, negative interactions with other medicines, adverse reactions, tolerability, etc. Numerous studies recognise market orientation as one of the critical factors in the degree of novelty in the products of the company. Moreover, it is considered a critical factor in the level of success of innovations in the market. For those authors who only consider absolutely

novel products as a real innovation (and not those that imply modications of others already existing), the business reorientation towards the market could be able to inhibit innovation. The strategy of market orientation is only conducive to the development of incremental innovations. Nevertheless, there are empirical studies that conrm the positive effect that market orientation has on the quantity and quality of these new products in terms of the degree of novelty they incorporated. Two basic reasons support the positive relationship between the degree of market orientation and innovation.27,28 Through the effects that a market orientation has on the business philosophy and on the process of acquisition, use and dissemination of the knowledge, the company reinforces the importance granted to the marketing function and to its focus on innovation, superiority of the product, quality of the service, etc. Secondly, the thorough and exhaustive knowledge of clients and competitors favours innovative product development adapted well to the needs, preferences and demands of the market. The most relevant theoretical and research contributions related to MO are integrated into a theoretical proposal reected in Figure 1. The concept to the pharmaceutical industry is applied and the effects of its application visualised.

RESEARCH SEETINGS
The primary objective of this rst stage of the investigation was to determine the degree of market orientation applied in the pharmaceutical industry in Spain. Numerous investigations and empirical studies have measured and valued the effects of MO applied to a large range of industries and markets. The non-existence of descriptive scientic literature in this eld is surprising, given the determining factors of the pharmaceutical industry, as

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Innovation17

Innovation Rate17, 31

In Terms of Business

Orientation to patients, prescribers and payer Orientation to competitors, suppliers and retailers Interfunctional Coordination Customer Loyalty
1, 30, 31

Performance
1, 17, 24, 31

1. Success of new medicines 2. Economic Performance (ROA, ROE, ROI) 3. Improvement in the corporate image 4. Balance in the risk portfolio2, 21, 34

Market Orientation
1, 2, 24

Degree of Novelty in Commercialized Innovation17, 31

In Terms of Market

For Patients: 1. Positive effects on health 2. Loyalty 25, 34

For Society: 1. Positive effects on health care system 2. Positive effects on society25, 34 Moderator Variables: Market turbulence, technological turbulence and competitor intensity1, 24

Figure 1: Market orientation model for the pharmaceutical industry

well as the lack of specic empirical researches in this eld. Therefore, it appears reasonable to consider that either the pharmaceutical industry presents inherent obstacles making it impossible to apply this concept,26 or its managers have not considered these principles as a valid competitive strategy. Given the complexity of a research project applied to the Spanish pharmaceutical industry, it appears adequate to carry out a prior exploratory study that conrms the apparent lack of market orientation of this industry. We should keep in mind that in case the null orientation of this industry is conrmed, it will be necessary to adapt the scales of measures for a better comprehension and optimisation of results, in line with other proposals. In this phase, it has been considered that a qualitative study applied to a reduced sample is sufcient to assess the suitability of this industry for the proposed research. A semistructured telephone interview was applied to general managers of 50 Spanish pharmaceutical companies.

The sample comprised 50 pharmaceutical laboratories associated to Farmaindustria (the number of companies associated control 98% of prescription sales in Spain), structuring a representative sample in function of its nationality and its size and 30 valid answers were obtained.

FINDINGS
This stage of the investigation allowed us to categorise four groups of businesses: Market-oriented rms with expertise on the
concept.

Total or partially market-oriented rms

without expertise.

Firms with null market orientation with expertise. Firms with null market orientation without
expertise.

In spite of the qualitative and exploratory character of the results, it is worth mentioning that 25 out of the 30 rms do not presently apply market orientation, either from express lack of desire (eight) or for lack of comprehension of the concept (17). In Spain, there is a limited

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understanding of the concept among general managers. The concept is quite often misinterpreted and it is identied with partial issues related to MO like marketing orientation or competitor orientation. To give an example, the majority of the interviewees confused market orientation with consumer orientation. In spite of the limitations that a qualitative sample has, it seems that nationality and size are not related to the understanding or application of the market orientation strategy. Some of the reasons revealed by companies which do not apply MO are, among others, the lack of application among direct competitors, legal issues, reliability on conventional marketing, the need to tighten administration costs, the need to follow the international management guidelines or the lack of convincing positive effects on the companys performance. But it should be highlighted that the current development of MO in a pharmaceutical context does not allow us to conclude if these assertions could basically be subjective intuitions or are based on their past experiences. As a consequence, we would propose that future studies in the pharmaceutical industry should be focused on the development of scales of measurement applicable in European environments, on the creation of new tools better adapted to the characteristics of such sector and studies focused on analysis of the relationship between market orientation and performance.

It appears viable, based on the results of this qualitative investigation, to carry out quantitative research, in a second stage, applying an adequate scale of measurement to a representative sample of the Spanish pharmaceutical industry to assess the degree of the real market orientation of this industry. Despite the credibility of the market orientation concept in the United States and Western European countries, it is still not being fully applied by practitioners. In particular, in the pharmaceutical industry, many perceive their companies to be orientated to the consumer; however, the evidence is contrary and the development of a real market orientation (including orientation to competitors and the interfunctional coordination) remains vague. Our results suggest that managers do not know the concept and the cases they believe they do, they misinterpret it. A systemic theoretical model is built, aiming at improving market orientation conceptualisation in the pharmaceutical industry as well as at describing the potential relationship among market orientation, innovation, performance and the moderating variables that may lessen the importance of the positive impacts of such a strategy. Our research ndings provide some valuable insights for the elaboration of strategic proposals that allow the incorporation of the improved practices derived from this strategy in other sectors.
Acknowledgments

CONCLUSION AND DISCUSSION

Our ndings conrm the potential for the Spanish pharmaceutical industry to enjoy the benets of market orientation. Also, the results obtained support the scarce scientic literature related to this concept in this context.

The authors would like to thank Dr Neil Henderson and the anonymous reviewers of this paper for their kind help and for their thoughtful and constructive suggestions, which led to substantial improvement of this paper.
Disclaimer

The views expressed in this study do not necessarily reect those of the European Commission (EC).

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