Applying the Mo Construct to the Pharmaceutical Industry

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Journal of Medical Marketing: Device,

http://mmj.sagepub.com/content/6/4/260The online version of this article can be found at:

DOI: 10.1057/palgrave.jmm.5050051

2006 6: 260Journal of Medical Marketing: Device, Diagnostic and Pharmacetical MarketingPedro Reinares Lara and Emma Gutirrez de Mesa

Pharmaceutical Industry? An Example: SpainMarketing Strategy: Market Orientation: Is it Accepted as a 21st Century Marketing Strategy in

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Journal of Medical Marketing Vol. 6,4260267 2006 Palgrave Macmillan Ltd 1745-7904 $30.00260www.palgrave-journals.com/jmm

Emma Gutirrez de MesaInstitute for ProspectiveTechnological Studies,European Commission,Edificio Expo,C/Inca Garcilaso, s/n41092 Sevilla, SpainTel: + 34 95 448 83 64Fax: + 34 95 448 84 34e-mail: [email protected]

INTRODUCTIONIn recent years, there has been aproliferation of research and studies relatedto the concept of market orientation.Pioneering researchers of the concept areKohli and Jaworski1 and Narver andSlater.2 Through them, the interest ofthe scientific community in this new

business philosophy has been consolidated,and it is considered by some academicsas the new paradigm in the discipline ofmarketing. Later, by synthesising previouscontributions, Cadogan andDiamantopoulos3 advanced the concept,providing a solid platform from which itis possible to analyse the impact of market

Marketing Strategy

Market orientation: Is it acceptedas a 21st century marketingstrategy in the pharmaceuticalindustry? An example: SpainReceived (in revised form): 6th March, 2006

Pedro Reinares Laraholds 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 fields 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 Scientific Unit at the Institute for ProspectiveTechnological Studies (European Commission) and holds a PhD in Business Administration (UCM, Spain). She has a lengthy

professional and research experience in the pharmaceuticals field. 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

five 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 benefits have been agreed upon. Numerous studies have confirmed 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 relativeabsence 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

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Marketing Strategy

2006 Palgrave Macmillan Ltd 1745-7904 $30.00 Vol. 6,4260267 Journal of Medical Marketing 26

orientation on business performance.According to their contributions,consumer orientation and competitororientation reflect a specific approach tobusiness behaviour associated with thegeneration and dissemination of, and

response to, information on the market.The aim of this work is to deepenunderstanding of the present applicationof this concept in a specific business sector,the pharmaceutical industry, whose interestwould be justified by the followingarguments: the economic relevance of thesector, the social repercussions, the economicimplications and the absence of specificresearch referring to the object of the study.

THEORETICAL FRAMEWORKOF THE MARKETORIENTATION CONSTRUCTThe utilisation of the terms clientorientation, market orientation (MO)and marketing orientation withoutdifferentiation has generated confusionin the scientific community about thecontent and scope of the concept. Thedifference between a market-orientedbusiness and a marketing-oriented business

is now clear.4

The market-orientedbusiness applies a complete managerialapproach to the whole company,emphasising the market informationguiding the marketing processes, andpromoting this orientation throughoutthe company environment. On thecontrary, the marketing-oriented businessapplies an approach focused exclusively onthe instruments and variables of marketing,with its practice being centralised in themarketing department. Therefore, themarket orientation would imply aninternal orientation of the whole companyrather than the marketing one. As opposedto the marketing concept and itsimplantation as marketing orientation,market orientation does not only makethe reference to actual and potential

customers. At the same time, it takes intoaccount the influence of competitors andincorporates interfunctional coordination.In addition, an important part of the MOstrategy is intelligence generation and thiscannot be the exclusive responsibility of

the marketing department. All functionaldepartments should play an importantrole in gathering relevant informationregarding customers and competitors.Following intelligence generation, amarket-oriented firm disseminates marketintelligence within the organisation andacts based on this intelligence.5

Four major attempts to conceptualisemarket orientation have emerged:6

(a) Market orientation as a business

philosophy: Under this perspective,market orientation is a philosophyfocused on the client, on benefits, oninterdepartmental integration and onthe development of good relationshipswith employees, distributors andsuppliers.7 Market orientation isdefined as the degree in which thewhole company thinks and acts,internally and externally, guided byand including factors which determine

their behaviour in the market and thatof their clients.8(b) Market orientation as inter-

functional coordination of themarket information: This perspectiveis proposed by Narver and Slaterfocusing it on the conjunction of threecomponents: consumer orientation,competitor orientation and inter-functional coordination. In this sense,they define it as the coordinatedutilisation of company resources increating superior value for targetconsumers.2

(c) Market orientation as intelligencedissemination and utilisation ofthe market information: Marketorientation, in this case, is summarisedaround three actions; the generation of



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Reinares Lara and Gutirrez de Mesa

Journal of Medical Marketing Vol. 6,4260267 2006 Palgrave Macmillan Ltd 1745-7904 $30.00262

market intelligence (mainly relative tothe present and future consumer needs),the dissemination of such intelligenceby the different departments of the firmand the ability to respond to marketneeds.

(d) Market orientation as source oforganisational learning: The conceptshould be built on the groundof marketing orientation. Thedevelopment of a structure of operationguided by the systematic search ofinformation on consumers and onpresent and potential competitors, thesystematic analysis of such informationand the strategic use of all thatknowledge.9,10

Subsequent studies have expanded andextended the scope of the concept.1113Once the market orientation concept hasbeen defined as an orientation from thewhole organisation towards the client, it isfeasible to consider it as an antecedent ofthe paradigm of relationship marketing.According to this, it does not seemconceptually doubtful to considerrelationship marketing to be a market-oriented form, which places all its

emphasis on consumer orientation, treatingnot only the establishment of relations butalso their long-term development in orderto generate customer loyalty. Severalauthors support this point arguing thatmarket orientation does not only establishconceptual bases for relationship marketingbut also facilitates its development.1417

SYNTHESIS OF THE EFFECTSAND BENEFITS OF A

MARKET ORIENTATIONThere are numerous studies that haveattempted to show the beneficial effectsof a market orientation; however, theempirical evidence is not conclusive. Thisdisparity is inevitable given that theapplication of the concept covers an

extensive range of markets and activities,covering businesses with a great variety ofgeographical settings, economic situations,political and competitive environments.Although not conclusive, an extensivestream of empirical studies conducted in a

variety of firms suggested strong positiverelationship between MO and companyperformance. Table 1 shows a synthesis ofthe main studies focused on the effectsof market orientation. Theoretically, firmswith strong MO exhibit a competency toadd value to products and services bytargeting complete marketing mixes to

Table 1: Researches focused on the effects ofmarket orientation

Research ReferencesMO reports positive effects on

performance measured by

Financial gains Success of new products Market share

29

MO permits businesses to knowand satisfy in a better way theconsumer needs andpreferences. Also, the successof new products is increaseddue to the improvement of theefficacy and efficiency in thedevelopment of it.

30,31

MO has positive effects on thevolume of new products andon the degree of novelty in theindustrial sectors.

17

They find a positive effect inindustrial businesses on ROIand new products. There is nota moderating effect ondynamism, competitive intensityand technological turbulence.

16,17

They find direct and positiveeffects on the economicperformance and indirect effectson the results of market.

32

They show the relations betweenmarket orientation and innovation.

The morecompetitor-orientedbusinesses, the more theyinnovate in products,processes and strategies.

The more consumer-orientedbusinesses, the more theyinnovate in products andstrategies.

33



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Marketing Strategy


specific customer segments. This translatesinto greater demand, higher profit marginsand, ultimately, higher overall profits. Thisdirect positive association has been foundin different industries and types ofcompanies within the Spanish and

European markets, nevertheless few studiesfocus in the pharmaceutical industry.It is worth mentioning the work ofAppiah-Adu and Ranchod in thebiotechnology industry. They found thatMO is positively associated withperformance measures of market sharegrowth, profit margins and overallperformance.18

Other studies have found that a highdegree of market orientation permits thedecrease of the risk of competition inmarkets where a high level of uncertaintyexists.19 Final objectives for theorganisation will be set up under this neworientation, such as growth, profit valueand long-term stability.4 As a result, thesatisfaction of consumer needs, the carefulobservation of competitors, and theintegration and coordination of functionsat the management level, should be theprinciples that guide and determine theactions that the company should be setting

up to reach the final objectives. Severalstudies have found empirical evidenceof the existence of a positive relationbetween market orientation and theimprovement of competitive marketposition of the business in terms ofgrowth, profit value and stability.2023

But market orientation is alsomoderated by several factors whoseidentification has occupied a great part ofthe scientific literature on the subject. It isnot the aim of this work to describe thenumerous sources that demonstrate thepossible moderating effects of marketorientation. Bign et al.24 have carried outempirical studies on this topic and theirconclusions can be consideredcomprehensive enough to portray thegeneral weight of evidence.

APPLYING THE MARKETORIENTATION CONSTRUCTTO THE PHARMACEUTICALINDUSTRYApplying the concept of marketorientation to the pharmaceutical industryenables us to define it as the generation ofa marketing intelligence based on the deepknowledge of and an orientation towardsan extensive spectrum of customers (likepatients final consumers, the prescriberand providers doctors and pharmacists,and the financial contributors health-care systems), as well as the knowledge ofand orientation towards the suppliers,competitors and distribution channels. Theprocess of dissemination of all this market

information within each functional areaand the adequate organisational responsein order to satisfy the market needs closethe MO process.

As a result of such exhaustiveknowledge on patients, prescribers,financial contributors, competitors andtrade channels, it becomes easier toanticipate market changes andconsequently to generate an advantageover competitors, at least and always

provided that not all competitors apply theconcept with equal success. Traditionally,the scientific literature has identifiedpositive relations between marketorientation and several issues related toinnovation (innovation rate, degree ofnovelty, etc). Besides the complexity of theinnovation process, the pharmaceuticalindustry is characterised by the competitorintensity for the market and in themarket. The former implies thatcompanies fight to be first to launch anew medicine for a certain disease. Thisallows them to benefit from the temporarymonopoly and consequently guaranteesthem some extraordinary benefits (withmedicines that are an absolute novelty).The latter refers to the rivalry amongbusinesses aiming at their product



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becoming the most utilised therapy for acertain problem of health (among severalmedicines that are relatively new).

Theoretically, a market orientationconcept successfully applied to thepharmaceutical industry would be able to

drive the two types of innovation, radicalinnovations (medicines for new illnesses)as well as incremental innovations(medicines with better results in terms ofhealth outcomes). But the complexity ofthe pharmaceutical R&D process and thescarce probabilities of the discovery ofnew molecules with superior therapeuticcapacity, invites us to reflect. It is doubtfulthat a pharmaceutical company beingmarket oriented would improve the rateof development of radical innovations. Thegrowing complexity of the process andconsequently the greater difficulty indiscovering new molecules, linked withthe increasing problem of the majority ofdeveloped societies of an aging populationand the continuous increase in the publichealth-care expenses, has led to theemergence of a new type of company. Itsfundamental strategy is to wait for patentsto expire and launch generic versions ofdrugs.25,26

Judging from experience, this seemsunlikely; however, it seems reasonable thatthe conscious reorientation of the companytowards the market can favour the rate ofdevelopment of incremental innovations. Itseems reasonable that market orientationwould be able to generate medicines betteradapted to the needs of patients (finalconsumers) and more comfortable interms of methods of administration,negative interactions with other medicines,adverse reactions, tolerability, etc.

Numerous studies recognise marketorientation as one of the critical factors inthe degree of novelty in the products ofthe company. Moreover, it is considered acritical factor in the level of success ofinnovations in the market. For thoseauthors who only consider absolutely

novel products as a real innovation (andnot those that imply modifications ofothers already existing), the businessreorientation towards the market could beable to inhibit innovation. The strategy ofmarket orientation is only conducive to the

development of incremental innovations.Nevertheless, there are empirical studiesthat confirm the positive effect that marketorientation has on the quantity and qualityof these new products in terms of thedegree of novelty they incorporated.

Two basic reasons support the positiverelationship between the degree of marketorientation and innovation.27,28 Throughthe effects that a market orientation hason the business philosophy and on theprocess of acquisition, use anddissemination of the knowledge, thecompany reinforces the importancegranted to the marketing function and toits focus on innovation, superiority of theproduct, quality of the service, etc.Secondly, the thorough and exhaustiveknowledge of clients and competitorsfavours innovative product developmentadapted well to the needs, preferences anddemands of the market. The most relevanttheoretical and research contributions

related to MO are integrated into atheoretical proposal reflected in Figure 1.The concept to the pharmaceuticalindustry is applied and the effects of itsapplication visualised.

RESEARCH SEETINGSThe primary objective of this first stage ofthe investigation was to determine thedegree of market orientation applied inthe pharmaceutical industry in Spain.Numerous investigations and empiricalstudies have measured and valued theeffects of MO applied to a large range ofindustries and markets. The non-existenceof descriptive scientific literature in thisfield is surprising, given the determiningfactors of the pharmaceutical industry, as



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well as the lack of specific empiricalresearches in this field. Therefore, itappears reasonable to consider that eitherthe pharmaceutical industry presentsinherent obstacles making it impossible toapply this concept,26 or its managers havenot considered these principles as a validcompetitive strategy.

Given the complexity of a researchproject applied to the Spanishpharmaceutical industry, it appears adequateto carry out a prior exploratory study thatconfirms the apparent lack of marketorientation of this industry. We should keepin mind that in case the null orientation ofthis industry is confirmed, it will benecessary to adapt the scales of measures fora better comprehension and optimisation ofresults, in line with other proposals. In this

phase, it has been considered that aqualitative study applied to a reduced sampleis sufficient to assess the suitability of thisindustry for the proposed research. A semi-structured telephone interview was appliedto general managers of 50 Spanishpharmaceutical companies.

The sample comprised 50 pharmaceuticallaboratories associated to Farmaindustria(the number of companies associatedcontrol 98% of prescription sales in Spain)structuring a representative sample infunction of its nationality and its size and30 valid answers were obtained.

FINDINGSThis stage of the investigation allowed usto categorise four groups of businesses:

Market-oriented firms with expertise on theconcept.Total or partially market-oriented firmswithout expertise.Firms with null market orientation with expertiseFirms with null market orientation withoutexpertise.

In spite of the qualitative and exploratorycharacter of the results, it is worthmentioning that 25 out of the 30 firms donot presently apply market orientation,either from express lack of desire (eight)or for lack of comprehension of theconcept (17). In Spain, there is a limited

Market

Orientation1, 2, 24

CustomerLoyalty

1, 30, 31

Innovation17 InnovationRate17, 31

Degree of Novelty in

CommercializedInnovation17, 31

Performance1, 17, 24, 31

In Terms ofBusiness

In Terms ofMarket

ModeratorVariables: Marketturbulence,technologicalturbulence andcompetitorintensity1, 24

1. Success of new medicines2. Economic Performance(ROA, ROE, ROI)3. Improvement in thecorporate image4. Balance in the riskportfolio2, 21, 34

For Patients:1. Positive effectson health2. Loyalty25, 34

For Society:1. Positive effects onhealth care system2. Positive effects onsociety25, 34

Orientation to patients,prescribers and payer

Orientation to

competitors, suppliersand retailers

InterfunctionalCoordination

Figure 1: Market orientation model for the pharmaceutical industry



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understanding of the concept amonggeneral managers. The concept is quiteoften misinterpreted and it is identifiedwith partial issues related to MO likemarketing orientation or competitororientation. To give an example, the

majority of the interviewees confusedmarket orientation with consumerorientation.

In spite of the limitations that a qualitativesample has, it seems that nationality and sizeare not related to the understanding orapplication of the market orientation strategy.Some of the reasons revealed by companieswhich do not apply MO are, among others,the lack of application among directcompetitors, legal issues, reliability onconventional marketing, the need to tightenadministration costs, the need to follow theinternational management guidelines or thelack of convincing positive effects on thecompanys performance.

But it should be highlighted that thecurrent development of MO in apharmaceutical context does not allow usto conclude if these assertions couldbasically be subjective intuitions or arebased on their past experiences.

As a consequence, we would propose

that future studies in the pharmaceuticalindustry should be focused on thedevelopment of scales of measurementapplicable in European environments, onthe creation of new tools better adaptedto the characteristics of such sector andstudies focused on analysis of therelationship between market orientationand performance.

CONCLUSION AND

DISCUSSIONOur findings confirm the potential for theSpanish pharmaceutical industry to enjoythe benefits of market orientation. Also,the results obtained support the scarcescientific literature related to this conceptin this context.

It appears viable, based on the results ofthis qualitative investigation, to carry outquantitative research, in a second stage,applying an adequate scale of measurementto a representative sample of the Spanishpharmaceutical industry to assess the degree

of the real market orientation of this industryDespite the credibility of the marketorientation concept in the United Statesand Western European countries, it isstill not being fully applied bypractitioners. In particular, in thepharmaceutical industry, many perceivetheir companies to be orientated to theconsumer; however, the evidence iscontrary and the development of a realmarket orientation (including orientationto competitors and the interfunctionalcoordination) remains vague. Our resultssuggest that managers do not know theconcept and the cases they believe theydo, they misinterpret it.

A systemic theoretical model is built,aiming at improving market orientationconceptualisation in the pharmaceuticalindustry as well as at describing the potentiarelationship among market orientation,innovation, performance and the moderatingvariables that may lessen the importance of

the positive impacts of such a strategy.Our research findings provide somevaluable insights for the elaboration ofstrategic proposals that allow theincorporation of the improved practicesderived from this strategy in other sectors.

Acknowledgments

The authors would like to thank Dr NeilHenderson and the anonymous reviewersof this paper for their kind help and fortheir thoughtful and constructivesuggestions, which led to substantialimprovement of this paper.

Disclaimer

The views expressed in this study do notnecessarily reflect those of the EuropeanCommission (EC).



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Applying the Mo Construct to the Pharmaceutical Industry