A presentation paper

1. A CONFRONTATION OF THE IMPACT OF THE MARKET ORIENTATION DIMENSIONS ON BUSINESS RELATIONSHIPS BETWEEN WINE PRODUCERS AND INTERMEDIARIES. Paulo Ramos (UFP) F. Vitorino Martins & Hortênsia Barandas (FEP-UP) KEY WORDS: market orientation, perceived market orientation, buyer-seller relationships, Wine.

5. A CONFRONTATION OF THE IMPACT OF THE MARKET ORIENTATION DIMENSIONS ON BUSINESS RELATIONSHIPS BETWEEN WINE PRODUCERS AND INTERMEDIARIES. Market orientation has been defined as: “ Organizational culture that effectively and efficiently creates the necessary behaviours for the creation of superior value for buyers, and, thus, continuous superior performance for the business” (Narver and Slater, 1990, p. 21). “ A set of activities or behaviours relating to market intelligence gathering, market intelligence dissemination cross functionally within a firm, and the actions responses based on this intelligence (Despandé, 1999, p. 3). - The concept appears divided between a cultural based and an activity based approach.

6. A CONFRONTATION OF THE IMPACT OF THE MARKET ORIENTATION DIMENSIONS ON BUSINESS RELATIONSHIPS BETWEEN WINE PRODUCERS AND INTERMEDIARIES. Market orientation main schools and dimensions

8. A CONFRONTATION OF THE IMPACT OF THE MARKET ORIENTATION DIMENSIONS ON BUSINESS RELATIONSHIPS BETWEEN WINE PRODUCERS AND INTERMEDIARIES. Preposition 1 : The more market oriented the partners are, the better their relationships with each others (Baker et al ., 1998; Siguaw, 1999). H1 (a,b,c,d). Preposition 2: The perception of the partners’ MO is influenced by their own level of MO (the intermediary acts like a reference group to the producers, thus influencing their choice of intermediaries, Siguaw, 1999). H2 (a,b,c,d). Preposition3: Both producers and intermediaries tend to seek a business partner that share the same type of market orientation (Coulter and Coulter, 2003) and that has an impact over their relationships. H3. Preposition and Hypotheses

9. Conceptual model of the research hypotheses A CONFRONTATION OF THE IMPACT OF THE MARKET ORIENTATION DIMENSIONS ON BUSINESS RELATIONSHIPS BETWEEN WINE PRODUCERS AND INTERMEDIARIES.

10. Methodology A CONFRONTATION OF THE IMPACT OF THE MARKET ORIENTATION DIMENSIONS ON BUSINESS RELATIONSHIPS BETWEEN WINE PRODUCERS AND INTERMEDIARIES. January - July 2009 Date of field work Convenience sample. Producers: 201 total replies but only 137 were validated. Intermediaries: 103 total replies but only 76 were validated. Sampling procedure E-mail structured, personal, with a link to an on-line survey sent by the main wine producers’ representatives to their e-mail databases. The intermediaries’ survey used e-mail with databases from trade associations, wine events and personal in home survey. Data collection method 137 Producers and 76 Intermediaries valid questionnaires (after the missing values and outlier identification). Sample size Portugal Geographical scope Portuguese wine producers and wine intermediaries (distributors, specialist retailers, wine bars, restaurants, agents). Universe

11. Procedure adopted for the scale development A CONFRONTATION OF THE IMPACT OF THE MARKET ORIENTATION DIMENSIONS ON BUSINESS RELATIONSHIPS BETWEEN WINE PRODUCERS AND INTERMEDIARIES. The scale validity was tested using the criteria of content and construct (Convergence) validity (Churchill and Iacobucci, 2005; Malhotra, 2004). Assessing validity. Step 5 The data collection was tested for its reliability and dimensionality (EFA). The proposed scales were all statistically reliable according to the Cronbach α and presented a high α. Collecting final data. Evaluating scale reliability. Step 4 An adapted scale was developed and pre-tested (alpha and EFA). Collecting initial data and assessing its reliability and validity. Step 3 The initial pool of items was generated and pre-tested qualitatively. Some items were dropped and some new were suggested. Generating the items and designing the scale. Step 2 A literature review was conducted in order to check for conceptual models and to establish the key dimensions and variables to include in the scale. Defining the construct and identifying the dimensions. Step 1

13. Results: Variance Extracted, Composite Reliability and Cronbach Alpha A CONFRONTATION OF THE IMPACT OF THE MARKET ORIENTATION DIMENSIONS ON BUSINESS RELATIONSHIPS BETWEEN WINE PRODUCERS AND INTERMEDIARIES. 0.925 0.942 0.732 REL 0.931 0.948 0.784 PMO 0.616 0.742 0.378 RES 0.781 0.836 0.506 IG 0.826 0.873 0.536 ID 0.743 0.817 0.406 CUST INTERMEDIARIES 0.903 0.926 0.676 REL 0.823 0.876 0.586 PMO 0.851 0.893 0.626 RES 0.833 0.881 0.599 IG 0.837 0.880 0.552 ID 0.800 0.855 0.461 CUST Cronbach Alpha Composite Reliability AVE PRODUCERS

14. Results: Bootstrap model T-statistic. path coefficients and R2 A CONFRONTATION OF THE IMPACT OF THE MARKET ORIENTATION DIMENSIONS ON BUSINESS RELATIONSHIPS BETWEEN WINE PRODUCERS AND INTERMEDIARIES. *** significant at the 0.001 level. * significant at the 0.05 level. 0.423 0.283 0.365 0.334 R 2 0.317 0.501 PMO 0.195 0.201 0.331 0.101 RES -0.109 0.019 -0.070 -0.059 IG 0.056 0.286 -0.061 0.395 ID 0.341 0.136 -0.065 0.201 CUST path coefficients 2.711*** 5.443*** PMO 0.766 1.394 2.002*** 0.705 RES 1.113 0.294 0.612 0.565 IG 0.774 1.946* 0.505 3.525*** ID 3.001 1.040 0.563 1.692 CUST REL PMO REL PMO Bootstrap Model T-Statistic Intermediaries Producers

15. Results: A CONFRONTATION OF THE IMPACT OF THE MARKET ORIENTATION DIMENSIONS ON BUSINESS RELATIONSHIPS BETWEEN WINE PRODUCERS AND INTERMEDIARIES.

16. Results: A CONFRONTATION OF THE IMPACT OF THE MARKET ORIENTATION DIMENSIONS ON BUSINESS RELATIONSHIPS BETWEEN WINE PRODUCERS AND INTERMEDIARIES.

17. Results: moderation effect of PMO and Hypotheses confirmation A CONFRONTATION OF THE IMPACT OF THE MARKET ORIENTATION DIMENSIONS ON BUSINESS RELATIONSHIPS BETWEEN WINE PRODUCERS AND INTERMEDIARIES. .170 .244 Moderating value .325 .210 model R 2 without PMO .423 .365 Model R 2 with moderator Intermediaries Producers yes yes H3b yes yes H3a no no H2a no no H2d no no H2c yes yes H2b no no H2a yes no H1d no yes H1c no no H1b no no H1a Intermediaries Producers