Intelligence generation and superior customer value

By S. Slater, John C. Narver. 2000

694 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/500b291894af7609dbc2c1417404bd78404af869

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In Management Information Systems

In Strategy and Management

Citations in the corpus

The effects of supplier capabilities on industrial customers’ loyalty: the role of dependence (2010, background): “By actively collecting and analyzing market intelligence ( Slater and Narver 2000 ), by helping customers interpret environmental changes, and by devising new offerings and value propositions in response to such changes (Flint et al. 2002), suppliers can deepen customer dependence and loyalty.”
Investigating firm's customer agility and firm performance: The importance of aligning sense and respond capabilities (2012, neutral): “(Narver et al., 2004; Slater and Narver, 2000) 2.”
Leveraging Information Technology Infrastructure to Facilitate a Firm's Customer Agility and Competitive Activity: An Empirical Investigation (2012, neutral): “customer-Sensing capability (1 = “strongly disagree,” 7 = “strongly agree”) [66, 89]”
Exploring the role of market learning capability in competitive strategy (2003, background): “A market-focused intelligence generation strategy focuses not only customer needs but also competitors’ capabilities (Slater and Narver, 2000) and one way of diagnosing capabilities is by benchmarking with direct competitors (Day, 1994a).”
The Implementation of a Market Orientation: A Review and Integration of the Contributions to Date (2008, positive): “The logic of Figures 2 and 3 is in keeping with the literatures that have advocated the link between customer value thinking and market orientation (Slater and Narver, 2000; Woodruff, 1997), and between market orientation and learning (Baker and Sinkula, 1999, 2002; Sinkula et al.”
Relationship orientation or service quality (2007, neutral): “As for intelligence generation, Slater and Narver (2000)”
I am, ergo I shop: does store image congruity explain shopping behaviour of Chinese consumers? (2007, neutral): “According to Slater and Narver (2000) product value for a consumer is created when the benefits a consumer gets with a product are greater than the longterm costs a consumer is expected to have with a product.”
The impact of e-service quality, customer satisfaction and loyalty on e-marketing: Moderating effect of perceived value (2009, background): “There are several factors to be considered, including website design, reliability, security and customer value (Aladwani & Palvia, 2002; Slater & Narver, 2000; Wolﬁnbarger & Gilly, 2002; Yang & Peterson, 2004; Zhan & Alan, 2003).”
The impact of market orientation on product innovativeness and business performance (2003, background): “Studies of this issue have generally demonstrated that market orientation has a positive impact on firm performance (e.g., Jaworski & Kohli, 1993; Narver & Slater, 1990; Pelham &Wilson, 1996; Slater & Narver, 1994, 2000a, 2000b).”
The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence (2015, background): “Firms that frequently exercise sensing processes can increase their market knowledge and understanding of both underserved market segments (Slater and Narver 2000) and their existing customer base (Morgan et al.”
Understanding Market‐Driving Behavior: The Role of Entrepreneurship (2008, neutral): “For instance, Slater and Narver (1999) suggest that “customerled” is a short-term philosophy in which an organization responds to customers’ expressed wants, while “marketoriented” represents a long-term commitment to understanding both expressed and latent customer needs, and to developing…”
Exploitation or exploration in service business development? : Insights from a dynamic capabilities perspective (2010, background): “Within this prevalent path, the capability to constantly generate intelligence about the customers’ expressed needs in the primary activity chain and about how to satisfy these needs is essential to continuously create superior customer value (Slater and Narver, 2000).”