Market Orientation Assessment:
1. Customer Orientation
Information about customer needs and requirements is collected regularly.
DON’T KNOW (0)
There is no statement in the article indicates that Psion has collected information about customer needs and requirements regularly.
Our corporate objective and policies are aimed directly at creating satisfied customers.
DON’T KNOW (0)
Since there is no clear statement in the article whether Psion has collected information about customer needs and requirements regularly, the corporate objective and policies are also not clear if it aimed directly at creating satisfied customer.
Levels of customer satisfaction are regularly assessed and ...view middle of the document...
However it seems there is no indication that Psion take any action to collect information from customer about current needs and requirements and put some effort to build stronger relationship with their major customers. Psion did read the signal of changes in the market through recent advertisement, instead.
2. Competitor Orientation
Information about competitor activities is collected regularly.
Psion knows information about current activities of their competitors such as new products and excess capacity of the rivals.
We conduct regular benchmarking against major competitor offerings.
Psion did evaluation about major competitor offering.
There is rapid response to major’s competitor actions.
Psion apply strategic thrust to response the major’s competitor actions even it have fell through, and spent the last five months going through every option to see what other ways there were to preserve the strategic thrust.
When Palm and Handspring done wrote off about $ 300m and make prices dived, Psion decide to pull out and will stop making handheld organizer but still continue to sell existing products. It shows Psion’s rapid response to what have done by the major competitors.
We put major emphasis on differentiating ourselves from the competition on factors important to customers.
Psion do not put major emphasis on differentiating themselves from the competition on factors important to customers, described by Psion decision to stop making handheld and keep sell existing products.
Total score for competitor orientation: 14
Psion knows information about current activities of their competitors, did evaluation about major competitor offering and response to major’s competitor’s action rapidly. However Psion do not put major emphasize on differentiation.
3. Long-Term Perspectives
We place greater priority on long-term market share gain than short-run profit.
Psion still struggling to keep their existence and it makes them decide to put priority on making money.
We put greater emphasis on improving our market performance than on improving internal efficiencies.
Psion decided to pull out and stop making handheld organizers even though they intend to keep exploiting the intellectual property it has gleaned from more than 20 years.
Decisions are guided by long-term considerations rather than short-run expediency.
Psion decision to retain its 28 percent stake in Symbian and by the acquisition of Teklogix to move to the enterprise wireless market as a less risky market is clearly based on long-term consideration.
Total score for long-term perspectives: 8
Due to currently struggling to keep their existence, Psion decided to put priority on making...