Public companies gearing towards a market-oriented management

Abstract

Public companies must now arm themselves to deal with the continuous growth of competition. This requires identifying the contextual characteristics and leadership-based solutions that can address market orientation issues. The purpose of this article is to describe the contingent realities that influence the implementation of market-oriented actions in public companies and the steps that need to be in place for such a dynamic to succeed. Successful change in the public enterprise requires operational excellence and the ability to plan and act consistently toward the market. The factors that influence change in public companies are structural contingency factors and behavioral contingency factors. This work represents a scientific and managerial concern. On the scientific level, the market orientation approach techniques can allow marketing to act at the deepest level of the company, both at the relational and operational levels, to integrate into the culture of participants, notions such as sharing, initiative and a culture of social support. At the managerial level, its effective implementation implies an entrepreneurial orientation through the innovation of systems, procedures, techniques and products.