CORPORATE CULTURE – AS A BARRIER OF MARKET ORIENTATION IMPLEMENTATION

The culture, supporting effectiveness of marketing activities, is most frequently designated by two basic terms in the literature: as the marketing culture or as the market culture. If the corporate culture shall be of marketing or market character, which in both cases means figuratively market-oriented, then the basic prerequisites shared by the members of the company should incorporate for instance that the company is affected by the environment in which it exists, that the company is able to establish and analyze impacts of the environment and react to them; that the company is able to satisfy needs of the key stakeholders (customers, suppliers, intermediaries, etc.). And the basic values accepted by the company and shared by the members of the company should accommodate such values like: team work, highly competitive and result orientation, high internal and external orientation, market aggressiveness, success, flexibility, interfunctional cooperation, etc.; norms of behavior in the company (continuous market success monitoring and measuring, market-related innovativeness and flexibility- non-bureaucratic solution of problems, openness and sincerity in market-related communication- interfunctional coordination, market-related quality orientation, market-related velocity, market-related staff appreciation, etc.) must conform to these values. The content corporate culture characteristics indicated above are of key character for the market-oriented company. The relevan