Marketing Orientation of Entities on the Tourism Market

sustainability Article Marketing Orientation of Entities on the Tourism Market Aleksander Panasiuk Citation: Panasiuk, A. Marketing Orientation of Entities on the Tourism Market Sustainability 2021 , 13 , 12040 https://doi.org/10.3390/ su 132112040 Academic Editors: Ricardo Gouveia Rodrigues and Tim Gray Received: 15 August 2021 Accepted: 26 October 2021 Published: 31 October 2021 Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations Copyright: © 2021 by the author Licensee MDPI, Basel, Switzerland This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https:// creativecommons.org/licenses/by/ 4.0/) Tourism and Sport Management Chair, Institute of Entrepreneurship, Jagiellonian University in Krak ó w, 30-348 Krak ó w, Poland; aleksander.panasiuk@uj.edu.pl; Tel.: +48-12-6645720 Abstract: The tourism market is characterized by a high level of competition. Hence, the entities providing tourism services and creating their offers in tourist destinations take actions aimed at satisfying the consumers’ (tourists’) needs. These activities are realized by achieving the appropriate level of marketing orientation. In terms of behaviour, marketing orientation is based on the implementation of a marketing concept focusing on customers’ needs and also on the achieved economic results. In cultural terms, marketing orientation should be understood as a type of business culture. The study is of theoretical, empirical and conceptual nature. The theoretical part presents the following issues: genesis and essence of marketing orientation and methods of its measurement, the concept and the scope of the tourism market, along with the implementation of marketing orientation issues necessary to assess the functioning of entities on this market. The concept of a system of connections of a selected type of tourist market entity with other entities in terms of shaping marketing orientation was presented. An example of the research on the level of marketing orientation on the tour operator market in selected European countries was presented in the empirical part. Tour operator market entities in Poland are characterized by a slightly higher average marketing orientation than entities from other European countries. Tour operators operating on the Polish market are also more diversified in terms of the level of marketing orientation than entities from other surveyed European countries. The main aim of the study is to adapt the theoretical and methodological issues related to the assessment of the level of marketing orientation to the entities operating on the tourism market. The specific aim is to analyze the level of marketing orientation of the entities on the tour operator market. The following research methods were used: a critical analysis of the literature on the subject, methods of logical operations; observation, quantitative methods, and diagnostic survey based on a standard questionnaire Keywords: marketing; marketing orientation; tourism market; tour operator market; tour operator 1. Introduction The implementation of the marketing concept in the company’s operations leads to the adoption of marketing orientation that achieves a long-term competitive advantage through market, environment and competition research. The assessment of the level of marketing orientation may apply to all market entities creating their offers in order to meet consumers’ needs. The research concepts of marketing orientation suggested by Kohli and Jaworski [ 1 – 3 ] can also be used in the activities of tourism market entities. A research gap regarding the lack of research concepts and results regarding the level of marketing orientation of market entities was identified. The article is of a theoretical-empiricalconceptual character. The theoretical part presents the assumptions for the assessment of marketing orientation of the tourism market entities, with particular emphasis on the tour operator market. Theoretical research was supported by general issues concerning marketing orientation, its genesis, essence and research methods. Thereafter, the theoretical foundations of functioning of the tourism market were presented. The concept of a system of links between the tour operator and other entities of the tourism market in terms of shaping marketing orientation was proposed. The empirical part presents an example of an analysis of the level of marketing orientation on the tour operator market in selected Sustainability 2021 , 13 , 12040. https://doi.org/10.3390/su 132112040 https://www.mdpi.com/journal/sustainability

Sustainability 2021 , 13 , 12040 2 of 15 European countries. The main goal (Gm) of the study is to adapt the theoretical and methodological issues related to the assessment of the level of marketing orientation to the entities operating on the tourism market. A specific objective (Gs) was adopted for the empirical part of the study, i.e., presentation of the method of analysis and research results of the marketing orientation of tour operator market entities, as well as a detailed research hypothesis (H), according to which the level of marketing orientation of tour operators operating on the Polish market is lower than the level of marketing orientation of tour operators in 10 selected European markets where the level of economic freedom is higher than in Poland The following research methods were used: • for the theoretical part: a critical analysis of the literature on the subject in the field of: marketing, tourism economics, travel agencies, quantitative methods; methods of logical operations; observations; • for the empirical part: a diagnostic survey based on a standard questionnaire concerning the features determining the level of marketing orientation of tour operators; statistical methods concerning the operationalization of the level of marketing orientation of tour operators on the basis of the results of the survey 2. Literature Review 2.1. Genesis and Essence of Marketing Orientation Certain principles of conduct in practical market conditions result from the essence of the marketing concept. The basis for undertaking marketing activities is targeting the actions at the consumer, i.e., adopting a market orientation. Hence, the following marketing principles ought to be pointed out [ 4 ]: • deliberate choice and shaping of the market; • market research that enables information to be obtained on the needs and desires, motives that drive market behaviour of potential buyers, and enable information to be obtained on competitors and their activities aimed at consumers; • integrated influence on the market through a bundle of instruments called marketing-mix; • planning of market activities, i.e., the need to collect and analyze relevant information, as well as to design the intended activities and assess their expected effects; • control of the effectiveness of marketing activities by checking whether the market effect intended in the plan has been achieved in practical activities According to the concept by Peter Drucker [ 5 ], the primary marketing goal is to know and understand client’s needs so well that goods and services sell themselves as a result of optimal adaptation to these needs. Hence, it is necessary to emphasize the need to take customers and their needs as a starting point for marketing activities. However, a complementary goal of marketing activities is profit, as the main goal of any commercial activity The idea of the marketing concept is related to marketing orientation, which is the effect of understanding, accepting and internalizing of the rules of the marketing concept of management in a given organization, i.e., embedding the rules in its organizational culture. Marketing orientation is the real implementation of the marketing concept in the company’s operations that achieves a long-term competitive advantage through market, environment and competition analysis, as well as through programmed actions using the obtained information [ 6 ]. In literature, the term marketing orientation is often equated and/or related to other terms: market orientation, customer orientation, competitive orientation [ 7 , 8 ]. Interpretation of marketing orientation can be carried out through the presentation of views and opinions on marketing development. This makes it possible to identify the way the given enterprise influences the market using appropriate instruments which at a certain stage of development decide about the marketing process of enterprise management [ 9 ]. The impact of changing conditions on the creation and shaping of marketing [ 10 ] can be

Sustainability 2021 , 13 , 12040 3 of 15 presented through the successive stages (phases). Using many views and opinions on marketing development, six phases can be distinguished, i.e., [ 11 , 12 ]: • production orientation; • product orientation; • sales (distribution) orientation; • market orientation (marketing, traditional marketing); • strategic marketing orientation; and • social orientation (social responsibility, social marketing) Production orientation of the enterprise was shaped in the period preceding the development of contemporary marketing, in which the market was characterized by the characteristics of a seller (producer), while the enterprise’s activity was focused on production processes. Product orientation [ 13 ] should be understood as the final sub-stage of production orientation. It focuses on a specific product and its features, which is to determine the level of satisfaction of consumer’s needs. The transition to market orientation is distribution orientation consisting in increasing sales aggressiveness, influencing the trademark, intensifying advertisement and improving the pricing policy [ 14 ]. Marketing orientation can be interpreted in two perspectives: behavioural and cultural [ 15 ]. An example of a behavioural approach is the definition by Kohli and Jaworski [ 1 ], according to whom it is the implementation of a philosophy of a marketing concept that focuses on the needs of customers and profits of the organization. The view includes generating knowledge on the current and future needs of consumers, disseminating this knowledge in the enterprise and reacting across the entire organization [ 16 ]. Narver and Slater [ 17 ] interpret marketing orientation from a cultural perspective, describing it as a type of business culture. The authors indicate that culture is an indispensable element of creation of the continuous highest value for customers and gaining a sustainable competitive advantage [ 18 ]. The most important marketing tasks include defining the target needs and requirements of the market and adaptation of the enterprise to make it possible to provide more effective, efficient and competitive means to meet purchasers’ needs through various activities in the field of shaping of the level and structure of demand so that the enterprise is able to achieve its goals [ 19 ]. Strategic marketing orientation is considered an advanced phase of marketing orientation. Its separation is related to the fact that enterprises perceive the need to develop long-term strategies of adapting to market changes [ 20 ], both in the competitive environment and, above all, on consumer’s needs. Initially, new offers meet the needs of market niches or discover new mass markets [ 21 ]. Thanks to the intensification of social and consumer movements, as well as those related to environmental protection, the concept of social marketing, or the so-called social orientation, also known as social responsibility orientation, was created [ 22 ]. This orientation is a variation of the traditional and strategic marketing orientation and focuses on the aspects that not only refer to meeting consumers’ needs, but also those aimed at customer care and carrying out production activities in accordance with the principles of sustainable development and protection of the natural environment [ 23 , 24 ]. Moreover, Kotler and Keller [ 25 ] distinguish a holistic orientation, which is based on the development, designin and implementation of marketing programmes, processes and activities in a way that takes a broad approach and interdependencies into account. The four main components of holistic marketing are [ 26 ]: • relationship marketing which aims to build mutually satisfying, long-term relationships with key partners [ 27 ]; • integrated marketing which consists in synergistic design of activities and integration of marketing programmes [ 28 ]; • internal marketing which refers to the admission, training and motivation of employees whose task is good customer service, and perceiving employees as an internal customer of a business [ 29 , 30 ]; and • performance marketing which consists of understanding the essence of financial and non-financial benefits that are brought to the business and society by marketing activities [ 31 ].

Sustainability 2021 , 13 , 12040 4 of 15 The presentation of the concept of holistic marketing aims to indicate the integration of individual phases of marketing development (marketing orientations). It should be emphasized that the evolution of the marketing concept takes into account many elements resulting from historical conditions (the genesis of marketing development), as well as contemporary concepts, generated especially within the theory of service marketing 2.2. Marketing Orientation Measurement Methods Due to the complexity of market entities’ behaviour, measurement of marketing orientation is not an easy task. The number and scope of marketing activities may be smaller or larger; it may concern many different aspects, as well as depend on many factors. Obtaining this information requires not only the use of quantitative methods, but also supplementing them with the use of qualitative methods [ 32 , 33 ]. In the aspect of marketing orientation understood as a philosophy of thinking, first in terms of the needs of current and potential consumers, and only then in terms of the manufactured and sold product, identification of the regularities governing consumers’ needs, as well as those related to the functioning of the enterprise, is crucial A questionnaire is the most frequently used data collection tool when studying marketing orientation. On the other hand, the research method is usually one of the partial research methods, i.e., the survey method [ 34 ]. For a quantitative approach, a comprehensive approach to the research in the field of marketing orientation requires the development of scales [ 35 ] that consist of questions that assess various aspects of company’s consumeroriented activities. These questions not only make it possible to determine the fact of the occurrence or absence of a certain phenomenon, but also to assess its impact on marketing orientation. Such a solution requires the construction of a proper scale which during the study will enable the respondents to make an adequate assessment that measures exactly the phenomenon that is to be measured. In order to confirm this fact, it is necessary to indicate various aspects of scale accuracy, to determine the degree of accuracy with which the scale reflects the natural differentiation of the examined phenomenon, that is, to determine the reliability of the scale. The issue of quantitative research in the tourism industry has been developed in works on the functioning of tourist destinations [ 36 , 37 ]. Qualitative research serves as a diagnostic tool, being a source of inspiration and a guide for further activities of the company [ 38 ]. They can also be used to assess marketing orientation [ 39 ]. This is a very diverse group of methods. For instance, the method of marketing analysis can be used to measure marketing orientation [ 40 ]. Marketing analysis is based on the analysis of individual elements of marketing-mix in relation to one another. It allows identification of relationships between intensity and structure of marketing activities and economic results, including marketing ones. The case study can also serve as another example of qualitative research methods that can be used to research marketing orientation. However, it is not a standalone measurement method. It combines several different methods, including multi-stage observation with in-depth interviews and analysis of secondary sources [ 41 ]. The issues of qualitative research conducted as part of tourism marketing include research conducted by tourism enterprises [ 42 ] and in tourist destinations [ 43 ]. When studying marketing orientation, the so-called mixed methods should be distinguished [ 44 , 45 ]. This concept is a combination of quantitative and qualitative research methods that are referred to by some authors as the methodological third way [ 46 ]. Qualitative methods are then the basis for generating ideas for quantitative research [ 47 , 48 ], definition of the research areas (which issues should be mentioned in the survey), creating questions for the questionnaire (which terms to use so that they were understood for the respondent) and formulating hypotheses. Qualitative research can also complement quantitative research in order to clarify, deepen and better understand the obtained results.

Sustainability 2021 , 13 , 12040 5 of 15 2.3. Concept and Scope of the Tourism Market The tourism market should be interpreted two-fold: allowing market participants to be identified and interpretion of the components of the market. The participants of this market are: • traditionally understood tourist service providers (entrepreneurs operating on a commercial basis); • organizations (public ones, including local governments, commercial, non-profit units) providing conditions for creating and sharing a tourist offer in the tourist area; • tourist consumers; and • tourism policy units On the other hand, however, the components of the tourism market structure are tourism demand and tourism supply, along with the price, terms of sales and the level of offer quality [ 49 ]. Therefore, the subject of the offer on the tourism market are not only narrowly understood products, that is goods and services offered by tourism enterprises, but also benefits (e.g., sharing tourist values or tourist attractions) and general terms and conditions for using the tourist function of the area (of an infrastructural or informational nature) shared between tourist destinations [ 50 ] by local government units and tourist organizations [ 51 ]. It is expressed by the concept of an area tourism product which is spatially determined [ 52 , 53 ]. The term ‘tourism market’ should be understood as the sum of processes in which the tourist product providers and buyers (mainly tourists) determine products of the tourist offer exchange and prices, along with the purchase and sale conditions, leading to a transaction [ 49 , 54 ]. At the same time, the offer of the tourism market is related to meeting consumers’ needs when travelling and staying outside of their everyday environment, and is a derivative of the motives of tourism [ 55 ]. Considering the magnitude of elements constituting the basis of market exchange and the fact that every single trip and stay is associated with numerous transactions, the market processes related to the sale of a tourist product are multiplied, and the exchange processes are carried out by a great number of entities of the supply side of the market, both commercial ones and those operating on a non-profit basis [ 56 ]. The transactions concern individual benefits, as well as advanced packages of different sizes [ 57 ]. Therefore, the tourism market is understood as all of the processes that take place between tourism consumers who purchase tourism services and use the area tourism product, and the offerers, i.e., enterprises that provide tourism services, and tourist destinations [ 58 ]. The tourism market has an extensive structure [ 59 ] that can be analyzed according to various criteria. The most typical criterion is of the subject of activity, within which it is necessary to distinguish, inter alia, the following sub-markets: the hotel services market, catering market, travel agency services market, tourist transport market, and the tourist attractions market (including events) 2.4. Marketing Orientation of Entities on the Tourism Market The issue of marketing orientation of entities on the tourism market is based on the presented concept of marketing development phases. Activities of tour operators who improve their orientation towards consumers and tourism market, which is understood as a whole, are in the first three phases, i.e., production, product and sale, and components of traditional marketing orientation. The activities created in the phases of strategic marketing and social responsibility are an attempt to develop the traditionally understood marketing (market) orientation. Exemplification of the suggested phases is primarily an indication of the fact that marketing is treated in a dynamic aspect, adapting to changing market conditions, taking the company’s activity and its environment (consumers, suppliers, intermediaries, competition, market regulators) [ 58 ] into account.

Sustainability 2021 , 13 , 12040 6 of 15 The entities of the supply side of the tourism market independently decide on their marketing orientation. Therefore, they set their own market goals and the way they affect the market, including the consumer. Marketing orientation of tourism enterprises and tourist destinations is influenced by: (a) consumers purchasing tourist offers; (b) providers of individual partial services co-creating the tourist offer; (c) competitors who have their own competitive methods of reaching consumers and who represent a specific level of marketing orientation; (d) entities of market regulation whose activities directly or indirectly affect the level of marketing orientation; and (e) entities of the tourism business environment, including an economic self-government The consciously adopted method of shaping of the market orientation by tourism market entities or the use of specific marketing tools only in order to implement marketing activities by tourism enterprises and destinations is a possibility to influence the competitive market and tourism consumers. A higher level of orientation determines the possibility of achieving specific effects related to, for instance, an increase in sales of services, an increase in the volume of tourist traffic, a market share, and improvement of the tourist image The research part includes a case study based on an analysis of the level of marketing orientation of entities of the tour operator market. The conducted literature studies indicate that, so far, no research on marketing orientation has been conducted in this tourist sub-market. The research has so far focused on the marketing orientation of the hotel market [ 60 – 62 ] and restaurant market [ 63 ]. The example of this sub-market is the most characteristic illustration of the study of marketing orientation in the tourism market. It is evidenced by the following indications: (a) it is a tourism sub-market that is subject to strong regulatory pressure, especially in the European Union countries, and thereby the market is subject to the processes of strong competition; (b) the recipients of the tour operators’ offer are primarily final consumers of tourist packages. However, the clients of tour operators in a particular way are the producers of partial tourism services whose services contribute to the ready tourist package and ultimately reach consumers; (c) tour operators perform the function of creating of tourist demand in relation to tourist destinations [ 64 ]; (d) services of tour operators are available through direct channels (including online ones) and also through a network of travel agents (Online Travel Agencies); and (e) tour operators participate in institutional cooperation of entities of the market at various levels (from international to local), shaping the network of connections and industry lobbying Figure 1 presents the subjective links in the creation of marketing orientation from the point of view of a single tour operator As shown in Figure 1 , the activities of tour operators that have a decisive impact on the level of marketing orientation are aimed at end consumers of the tourist package. The tour operator’s level of marketing orientation also results from direct relations between the producers of partial services and tourist agents. Marketing activities are determined by the remaining entities of the tourism market, which were listed above and presented in the figure.

Sustainability 2021 , 13 , 12040 7 of 15 Sustainability 2021 , 13 , x FOR PEER REVIEW 7 of 15 . Figure 1. Relationships of entities in the system of tour operator ’ s marketing orientation. Source: author’s own elaboration . As shown in Figure 1, the activities of tour operators that have a decisive impact on the level of marketing orientation are aimed at end consumers of the tourist package. The tour operator ’ s level of marketing orientation also results from direct relations between the producers of partial services and tourist agents. Marketing activities are determined by the remaining entities of the tourism market, which were listed above and presented in the figure. 3. The Concept of Measurement of Marketing Orientation on the Tour Operator Market 3.1. Research Methodology An attempt of a complex approach to the research of marketing orientation of tour operators is a complex and multi-stage task. This part of the study was inspired by the works by Kohli, Jaworski and Kumar [1 – 3] and Narver and Slater [17] published in the 1990 s that characterize marketing orientation in a quantitative manner. In these works, the measurement was made through questionnaires addressed to enterprises where managers assessed individual elements that influenced marketing orientation in their enterprises using the 7-point or 5-point Likert scale (from 15 to 32 items), grouped into appropriate areas. Marketing orientation was estimated as the average (or weighted average) of respondents ’ answers to particular questions. For the purpose of assessment of the level of marketing orientation of tour operators in Poland and in 10 European countries, the research was carried out in the following stages: (1) preparation of the research consisting in building a database of tour operators and developing the initial version of the questionnaire; (2) expert method consisting in assessing the compliance and correctness of statements in the questionnaire addressed to tour operators; (3) a pilot study carried out in 20 : tour operators; (4) proper research; (5) development of the research results; and (6) evaluation of the results (diagnosis), and recommendations. The questionnaire consisted of 44 questions grouped into nine thematic areas: Area I. Orientation of the travel agency on the client ’ s needs (Due to the fact that some of the questions are of a destimulant nature, these statements were marked: (*), and for the purposes of the analysis, it was necessary to recode the results achieved in the study.) 1 Individual travel agents communicate directly with their customers to gain knowledge that will enable better service provision in the future. Figure 1. Relationships of entities in the system of tour operator’s marketing orientation. Source: author’s own elaboration 3. The Concept of Measurement of Marketing Orientation on the Tour Operator Market 3.1. Research Methodology An attempt of a complex approach to the research of marketing orientation of tour operators is a complex and multi-stage task. This part of the study was inspired by the works by Kohli, Jaworski and Kumar [ 1 – 3 ] and Narver and Slater [ 17 ] published in the 1990 s that characterize marketing orientation in a quantitative manner. In these works, the measurement was made through questionnaires addressed to enterprises where managers assessed individual elements that influenced marketing orientation in their enterprises using the 7-point or 5-point Likert scale (from 15 to 32 items), grouped into appropriate areas. Marketing orientation was estimated as the average (or weighted average) of respondents’ answers to particular questions. For the purpose of assessment of the level of marketing orientation of tour operators in Poland and in 10 European countries, the research was carried out in the following stages: (1) preparation of the research consisting in building a database of tour operators and developing the initial version of the questionnaire; (2) expert method consisting in assessing the compliance and correctness of statements in the questionnaire addressed to tour operators; (3) a pilot study carried out in 20: tour operators; (4) proper research; (5) development of the research results; and (6) evaluation of the results (diagnosis), and recommendations The questionnaire consisted of 44 questions grouped into nine thematic areas: Area I. Orientation of the travel agency on the client’s needs (Due to the fact that some of the questions are of a destimulant nature, these statements were marked: (*), and for the purposes of the analysis, it was necessary to recode the results achieved in the study.) 1 Individual travel agents communicate directly with their customers to gain knowledge that will enable better service provision in the future 2 The travel agency conducts market research 3 Noticing changes in the travel agency’s environment is slow (*) 4 Clients of the travel agency, thanks to having a dialogue, participate in increasing the value of the provided services 5 Information on clients’ needs is obtained from contractors.

Sustainability 2021 , 13 , 12040 8 of 15 Area II. Communication in the travel agency: 6 At least once every three months, meetings are held at the travel agency to discuss market trends and the company’s strategy 7 Marketing department staff talks with other employees about their customers’ future needs 8 When something important happens on the market, all travel agency employees get to know about it shortly after 9 As soon as one department of the travel agency gets information on the competition, the information reaches the other departments with a delay (*) 10 Information on clients is regularly disseminated throughout the enterprise 11 Modern technologies play an increasingly important role in the communication process between travel agency employees Area III. Travel agency’s reaction to changes in the environment: 12 Market segmentation affects the process of improving the travel agency’s offer 13 Activities of employees in various positions are coordinated with one another 14 Changes in customer needs (*) are ignored in the company 15 The range of products depends more often on the internal policy of the company than on the real needs of customers (*) 16 Activities in terms of compliance of product development with the customers’ expectations are periodically assessed 17 Modern marketing communication is not a problematic issue 18 When creating an offer, a travel agency introduces some innovative solutions Area IV. Implementations (implementation of changes adequately to the market reaction): 19 The company reacts quickly when competitors’ pricing policies change 20 Customer complaints at the travel agency are ignored (*) 21 Even though a marketing action plan was developed, it would probably not be possible to be implemented quickly enough in line with current trends (*) 22 In case any information from customers on the lack of satisfaction with the services is received, appropriate actions are taken immediately 23 When changes to the offer are expected, they are implemented 24 In case the main competitor launches an intense campaign targeting the company’s customers, the reaction should be immediate Area V. Travel agency management: 25 Managers constantly inform all employees on the need to be prepared to meet customer needs 26 According to management, customer service is the most important part of the company’s operations 27 Management encourages their employees to develop innovative marketing strategies, to be aware that some of these may be unsuccessful Area VI. Reward system orientation: 28 Assessment of customer satisfaction affects the remuneration of agency’s employees 29 Salespeople’s performance is measured by the strength of the relationship they have built with their customers 30 Formal rewards are offered to those who constantly demonstrate good marketing sense 31 Remuneration of the employees of the sales department depends on the sales results Area VII. Employees’ identification with the travel agency: 32 Employees feel that their future lies in the travel agency 33 The ties between the travel agency and their staff are weak (*) 34 Employees are generally proud of being employed in a travel agency 35 Employees identify themselves with the travel agency they work for.

Sustainability 2021 , 13 , 12040 9 of 15 36 Communication between employees is free of any trouble, regardless of the posts they hold 37 Employees are keen on each other’s needs and problems Area VIII. Market turbulence: 38 Customer preferences change rapidly in the tour operator industry 39 The travel agency’s offer is popular with many new clients 40 Aggressive promotional activities are used in the tour operator industry 41 A travel agency meets the needs of the same customers as in the past Area IX. Competition intensity: 42 Competition positively affects the development of the enterprise 43 If one of the competitors presents a new offer, others may introduce it easily 44 Price competition is characteristic of the tour operator industry Within each area, the questions were scaled on a 5-point Likert scale where 1 means “definitely no” and 5 means “definitely yes”. Assessment of the level of tour operator’s marketing orientation is a construct measured by a total of all 44 questions. In order to assess compliance and reliability of the applied scale, the method of estimation of internal compliance, which is a method of reliability estimation, was used, i.e., the formula by L.J. Cronbach: α = k k − 1 1 − ∑ k i = 1 s 2 i s 2 c ! where: k —number of test items, s 2 c —variance of the overall test scores, k ∑ i = 1 s 2 i —sum of the variations of the test items According to the Nunnally’s [ 35 ] criterion, correctly constructed scales are characterized by a Cronbach’s alpha coefficient higher than 0.7 [ 65 ]. As a result of the analysis, Cronbach’s alpha coefficient, calculated for 44 variables, was 0.878, which makes it possible to treat the study unambiguously as appropriate to describe marketing orientation of tour operators The questionnaire was constructed in three language versions and was disseminated mainly in an electronic form. For the purposes of the study, a request to fill in the questionnaire was sent to a total of 3828 tour operators in Poland and 10 selected European countries. Both in Poland and in other countries, there were some difficulties in obtaining the assumed number of responses (400). In the end, 204 correctly completed forms from Poland and 176 from other European countries were received. The choice of countries was deliberate. The European countries with a high level of economic freedom were qualified for the study. Micro-enterprises dominated among the surveyed tour operators—70%; together with small enterprises—93%. Entities employing over 250 people constituted only 2% of the respondents. It should be noted that the structure of tour operators in terms of the size (number of employees) obtained during the study is consistent with the actual structure of tour operator market entities in the European countries. The dominant group of tour operators are micro and small enterprises 3.2. Results of the Research on the Level of Marketing Orientation of Tour Operators The aim of the study is to determine the level of marketing orientation of tour operator companies operating in Poland and selected European countries. The inquiry with a request to fill in the form was sent to a total of 3828 tour operators. The goal was achieved on the basis of the research carried out by each of the total of 380 surveyed tour operators Table 1 presents exemplary detailed results for the answers to the questions in the first thematic area by 204 Polish tour operators.

Sustainability 2021 , 13 , 12040 10 of 15 Table 1. Orientation of travel agencies to customer’s needs in Poland (%) Statements Definitely Not Rather Not Neither Yes, Nor Not Rather Yes Definitely Yes Individuals from the travel agency directly contact customers to gain knowledge that will enable better service provision in the future 9.80 3.92 5.88 47.06 33.33 Various market research is carried out in the travel agency 9.80 23.53 25.49 33.33 7.84 Noticing changes in the travel agency’s environment is slow (*) 15.69 50.98 21.57 9.80 1.96 The clients of our travel agency, thanks to having dialogues, participate in increasing the value of the provided services 1.96 5.88 3.92 37.25 50.98 We obtain information on customers’ needs from our contractors 3.92 13.73 5.88 49.02 27.45 Source: study based on primary research On the grounds of the concept by Jaworski, Kohli [ 2 , 3 ], the level of tour operators’ marketing orientation as an unweighted sum based on the indications for all 44 variables was determined. Thanks to the calculated level of marketing orientation, it can be assessed that the higher the sum, the higher the level of marketing orientation of tour operators Table 2 presents, in total, the selected measures of the structure for marketing orientation of all tour operators from the analyzed countries Table 2. Selected measures of the structure for marketing orientation of tour operators (OMT) Mean Trust − 95% Trust 95% Median Minimum Maximum Standard Deviation Coefficient of Variation 166.821 164.943 168.699 168.0 100.0 204.0 18.625 11.1619 Source: study based on primary research The average level of marketing orientation of tour operators in total was 166.82 points, with the maximum level of 204 points and a minimum of 100 points. According to the data presented in Table 2 , the average level of marketing orientation of tour operators with 95% probability should be between 165 and 169 points. The differentiation in terms of marketing orientation of tour operators among the surveyed countries can be considered low (coefficient of variation Vs = 11.16) (the coefficient of variation measuring the variation takes values in the range of 0–100%, where the value of 0 means total lack of differentiation) The average obtained in this way can be used as a critical value for the division of companies into those with a lower and higher level of marketing orientation. In accordance with the research assumptions, Table 3 presents a list of results for which the grouping variable was the country of origin of the surveyed tour operator Table 3. Selected measures of the structure for the marketing orientation of tour operators, presented separately for Poland and other examined European countries Mean Trust − 95% Trust 95% Median Minimum Maximum Standard Deviation Coefficient of Variation Poland 168.1961 165.3981 170.9941 170.0 100.0 204.0 20.26817 12.05032 other European countries 165.2273 162.7845 167.6700 168.0 121.0 201.0 16.42001 9.937831 Source: study based on primary research.

Sustainability 2021 , 13 , 12040 11 of 15 Table 3 shows that the entities of the tour operator market in Poland are characterized by a slightly higher average marketing orientation than the entities from other European countries. Tour operators operating on the Polish market are also more diversified in terms of the level of marketing orientation than the entities from other examined European countries Taking the average value of marketing orientation of tour operators as the criterion, Table 4 lists the countries starting with those representing the highest level of marketing orientation of tour operators Table 4. Countries by average level of marketing orientation of tour operators (OMT) Country OMT (Mean) Point Switzerland 175.25 Great Britain 175.00 Sweden 171.14 Finland 171.00 Ireland 171.00 The Netherlands 170.00 Estonia 169.83 Poland 168.20 Germany 158.28 Denmark 157.00 Luxembourg 156.20 Source: study based on primary research According to the information presented in Table 4 , Switzerland was the country with the highest level of marketing orientation among the surveyed tour operators (175.25 points), while the lowest level of marketing orientation among the entities of the tour operator market was recorded in Luxembourg (156.2 points). The analysis of the data presented in Table 4 proves that the marketing orientation of Polish tour operators participating in the survey is average. Nevertheless, as the tour operators of Germany, Denmark and Luxembourg significantly lowered the average for the analyzed European countries, the average level of marketing orientation of Polish tour operators is higher than the one for tour operators of other analyzed countries in total In order to present the level of marketing orientation of tour operators both in Poland and other selected European countries, positional measures of location, i.e., quartiles, were used (Table 5 ). Table 5. The level of marketing orientation of tour operators in relation to average positional values Class Poland % low level of OMT (Q 1) 23.53 moderate level of OMT (Q 2) 45.10 high level of OMT (Q 3) 31.37 Other European Countries % low level of OMT (Q 1) 25.00 moderate level of OMT (Q 2) 59.09 high level of OMT (Q 3) 15.91 Source: study based on primary research With the figures presented in this way, the formulated conclusion confirms that Polish tour operators, compared to tour operators of other analyzed countries, represent a higher level of marketing orientation. The percentage of tour operators with a high level of marketing orientation in Poland is twice as high as in the other analyzed countries.

Sustainability 2021 , 13 , 12040 12 of 15 The entire study was conducted to compare the level of marketing orientation of tour operators of the Polish market to the level of tour operators of the remaining 10 European countries. In order to test whether it is possible to distinguish between the surveyed countries those with stronger and weaker marketing orientation of tour operators, the t-Student test was used, i.e., the test of significance of differences between the means. The test enables verification of the hypothesis of equality of average values in two populations The following hypotheses were made: H 0 : µ 1 = µ 2 —the means of the populations do not differ significantly, H 1 : µ 1 6 = µ 2 —the means of the populations differ significantly The result of the research proved that the average level of marketing orientation in Poland was 0.557734, while in other countries it was 0.515152 (t = 1.668345, df = 378, p = 0.096075). At the adopted significance level of 0.05, it was found that from a statistical point of view, the differences in the level of marketing orientation of tour operators in Poland and other countries of the research area are not statistically significant 4. Discussion and Conclusions There has been no similar research on marketing orientation carried out so far. Therefore, it is not possible to refer to any comparative studies. The aim of the research was to answer the question whether there are any significant differences in marketing orientation of tour operators in the European market. Marketing orientation is a philosophy of focusing on customers and their needs. Therefore, the aim of any tour operator should be to offer tourist packages that meet customers’ needs rather than look for customers to sell ready-made products [ 18 ]. The key to achieve the organization’s goals is to be more effective than any competitor in creating, providing and communicating higher values to the target markets [ 25 , 66 ]. The theoretical part of the thesis presents theoretical problematic issues related to marketing orientation, as well as basic issues related to the tourism market. Then, the issues related to the adaptation of marketing orientation to the assessment of its level in the entities of the supply side of the tourism market were presented. An example that illustrates the problem is the research on marketing orientation in the tourism market based on tour operators of the European market. The determinants of the marketing orientation of travel agencies were identified. They were divided into nine thematic areas, and then investigated. Comparing the results of the research with the studies of the literature, it should be stated that tour operators adopt customer-oriented marketing orientation Given the content of the article, it is concluded that the main goal of the study (Gm), consisting of the adaptation of theoretical and methodological issues regarding the assessment of the level of marketing orientation to the entities operating on the tourism market, was achieved. The specific objective (Gs) concerning the empirical part, relating to the method of analysis and research results of marketing orientation of the entities of the tour operator market, was also achieved. On the other hand, the detailed hypothesis (H), on the basis of which a comparative study of the level of marketing orientation of tour operators in Poland and in 10 European countries with a higher level of economic freedom was conducted, was verified negatively. It should also be kept in mind that the level of marketing orientation of tour operators in individual countries is a derivative of many other exogenous factors that are not conditioned by regulations, such as socio-cultural, economic, spatial and technological conditions. The level of marketing orientation of tour operators is mostly determined by endogenous aspects resulting from the management system of individual entities, based mainly on the marketing concept. Moreover, a higher level of market regulations may force tour operators to intensify their marketing activities to become adapted to the market rules, and at the same time to stand out from the competition. Full liberalization of the market would probably facilitate the comparability of the research results of marketing orientation.

Sustainability 2021 , 13 , 12040 13 of 15 The method developed by Kohli and Jaworski [ 1 – 3 ] was implemented on the basis of the conducted research on assessment of the level of marketing orientation of tour operators 5. Inference Limitations The presented analysis of theoretical issues concerning marketing orientation on the tourism market was developed on the basis of the available literature sources, as well as on the author’s knowledge and concept. The presented example of the research on the level of marketing orientation of tour operators operating on the European market concerns the analyzed research sample and is an empirical attempt of illustration of the issue. The presented analyzes may constitute a basis for comparative research in relation to tour operators and other entities on the tourist market Funding: This research received no external funding Institutional Review Board Statement: Ethical review and approval were waived for this study, due to reason, that the subject of the study were employees’ free and unfettered opinions on measures concerning the level of marketing orientation of tour operators Informed Consent Statement: Informed consent was obtained from all subjects involved in the study Data Availability Statement: The data presented in this study are available on request from the corresponding author Conflicts of Interest: The author declares no conflict of interest References 1 Kohli, A.K.; Jaworski, B.J. Market Orientation: The Construct, Research Propositions and Managerial Implications J. Mark 1990 , 54 , 1–18. [ CrossRef ] 2 Jaworski, B.J.; Kohli, A.K. Market Orientation: Antecedents and Consequences J. Mark 1993 , 57 , 53–70. [ CrossRef ] 3 Kohli, A.K.; Jaworski, B.J.; Kumar, A. MARKOR, A Measure of Market Orientation J. Mark. Res 1993 , 30 , 467–477. [ CrossRef ] 4 Nunes, P.; Johnson, B Mass Affluence. Seven New Rules of Marketing to Today’s Consumer ; Harvard Business School Press: Boston, MA, USA, 2004 5 Drucker, P Management Tasks. Responsibilities, Practices ; Harper: New York, NY, USA, 1973 6 Lado, N.; Maydeu-Olivares, A.; Rivera, J. Measuring Market Orientation in Several Populations. A Structural Equations Model Eur. J. Mark 1988 , 32 , 23–39. [ CrossRef ] 7 Sutherland, J.; Canwell, D Key Concepts in Marketing ; Palgrave Macmillan: London, UK, 2004 8 Mazurek-Łopaci ´nska, K Orientacja na Klienta w Przedsi˛ebiorstwie ; PWE: Warsaw, Poland, 2002 9 Gilmore, A.; Kraus, S.; O’Dwyer, M.; Miles, M. Strategic Marketing Management in Small and Medium-Sized Enterprises Int Entrep. Manag. J 2012 , 8 , 141–143. [ CrossRef ] 10 Avlonitis, G.J.; Gounaris, S.P. Marketing orientation and its determinants: An empirical analysis Eur. J. Mark 1999 , 33 , 1003–1036 [ CrossRef ] 11 Broda, S Marketing-Praxis. Ziele, Strategien, Instumenten ; Springer Gabler: Wiesbaden, Germany, 2005 12 Mazur, J. Przeszło´s´c i przyszło´s´c marketing Int. J. Manag. Econ 2010 , 27 , 19–42 13 Mazur, J.; Sznajder, A Marketingowa Orientacja Przedsi˛ebiorstw ; Wy ˙zsza Szkoła Handlu i Prawa w Warszawie: Warsaw, Poland, 1998 14 Kaczmarczyk, S.; Pałgan, P Marketing w Przedsi˛ebiorstwie. Uj˛ecie Zarz ˛ adcze i Systemowe z Przykładami ; O´srodek Doradztwa i Doskonalenia Kadr: Gda ´nsk, Poland, 2008 15 Ashwin, M.; Hirst, A. Scoping the Market Orientation Literature from 2009–2013: A Review of the Concept and the Discussion Found Across Arrange of Academic Disciplines J. Strateg. Mark 2015 , 23 , 353–363. [ CrossRef ] 16 Kozielski, R. Mo ˙zliwo´sci biznesowe a orientacja marketingowa przedsi˛ebiorstw Zesz. Nauk. Uniw. Ekon. W Katowicach. Studia Ekon 2015 , 33 , 148–157 17 Narver, J.; Slater, S. The Effect of a Marketing Orientation on Business Profitability J. Mark 1990 , 54 , 20–35. [ CrossRef ] 18 Sawi ´nska, A. Orientacja marketingowa biur podr ó ˙zy w Polsce Pr. Nauk. Uniw. Ekon. We Wrocławiu 2017 , 473 , 507–518. [ CrossRef ] 19 Kotler, P.; Keller, K.L.; Armstrong, G.T.; Goodman, M.; Brady, M Marketing Management: European Edition ; Pearson: London, UK, 2019 20 Daszkowska, M. Fazy rozwoju marketingu usług w Polsce. In Marketing w Usługach ; Garczarczyk, J., Rogozi ´nski, K., Eds.; Akademia Ekonomiczna w Poznaniu: Pozna ´n, Poland, 1994; pp. 17–18 21 Panasiuk, A Usługi Pocztowe. Rynek. Marketing ; Wydawnictwo Naukowe PWN: Warsaw, Poland, 2003 22 ˇ Cihovsk á , V. Social Orientation of Marketing Concept J. Posit. Manag 2013 , 4 , 52–62. [ CrossRef ]

Sustainability 2021 , 13 , 12040 14 of 15 23 Panasiuk, A. Policy of sustainable development of urban tourism Pol. J. Sport Tour 2020 , 27 , 33–37. [ CrossRef ] 24 Panasiuk, A.; Zubrytska, H. Information Support of Russian Media for the Tourist Destination of Crimea Sustainability 2021 , 13 , 3228. [ CrossRef ] 25 Kotler, P.; Keller, K.L A Framework for Marketing Management ; Pearson: London, UK, 2016 26 Panasiuk, A Regulacja a Orientacja Marketingowa Touroperator ó w ; Wydawnictwo Naukowe Uniwersytetu Szczeci ´nskiego: Szczecin, Poland, 2017 27 Peck, H.; Payne, A.; Christopher, M.; Clark, M Relationship Marketing, Strategy and Implementation ; Routledge: London, UK; New York, NY, USA, 2013 28 Niestr ó j, R. Marketing zintegrowany—Wyzwanie teorii i praktyki zarz ˛ adzania. In Marketing u Progu XXI Wieku ; Czubała, A., Wiktor, J., Eds.; Akademia Ekonomiczna w Krakowie: Krak ó w, Poland, 2001; pp. 89–96 29 Ahmed, P.K.; Rafiq, M Internal Marketing. Tools and Concepts for Customer-Focused Management ; Butterworth-Heinemann: Oxford, UK, 2013 30 Panasiuk, A Marketing w Turystyce i Rekreacji ; Wydawnictwo Naukowe PWN: Warsaw, Poland, 2013 31 Kowal, W. Marketing performance management w erze digitalizacji Handel Wewn˛etrzny 2017 , 5 , 241–249 32 Deshpand é , R.; Farley, J.U. Measuring Market Orientation: Generalization and Synthesis J. Mark. Focused Manag 1998 , 2 , 213–223 [ CrossRef ] 33 Deng, S.; Dart, J. Measuring Market Orientation: A Multi-factor, Multi-Item Approach J. Mark. Manag 1994 , 10 , 725–742 [ CrossRef ] 34 Kisiel, P Społeczne Aspekty Bada ´n Marketingowych ; Wydawnictwo Akademii Ekonomicznej w Krakowie: Krak ó w, Poland, 2000 35 Nunnaly, J Psychometric Theory ; McGraw-Hill: New York, NY, USA, 1978 36 Carlisle, S.; Zaki, K.; Ahmed, M.; Dixey, L.; McLoughlin, E. The Imperative to Address Sustainability Skills Gaps in Tourism in Wales Sustainability 2021 , 13 , 1161. [ CrossRef ] 37 McLoughlin, E.; Hanrahan, J.; Duddy, A. Application of the European Tourism Indicator System (ETIS) for Sustainable Destination Management. Lessons from County Clare, Ireland Int. J. Cult. Tour. Hosp. Res 2020 , 14 , 273–294. [ CrossRef ] 38 Komor, M. Znaczenie i rozw ó j metod jako´sciowych w badaniach empirycznych w marketing. In Badania Marketingowe—Metody, Nowe Podej´scia i Konteksty Badawcze ; Mazurek-Łopaci ´nska, K., Soboci ´nska, M., Eds.; Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu: Wrocław, Poland, 2011; pp. 217–223 39 Holzmüller, H.H.; Buber, R. Optionen für die Marketingforschung durch die Nutzung Qualitativer Methodologie und Methodik. In Qualitative Marktforschung, Konzepte—Methoden—Analysen ; Buber, R., Holzmüller, H.H., Eds.; Springer: Wiesbaden, Germany, 2009; p. 7 40 Strzy ˙zewska, M.; R ó szkiewicz, M Analizy Marketingowe ; Difin: Warsaw, Poland, 2002 41 Aaker, D.A.; Kumar, V.; Day, G.S Marketing Research ; John Wiley & Sons: Hoboken, NJ, USA, 2008 42 Crick, D.; Chaudhry, S.; Crick, J.M. Risks/rewards and an Evolving Business Model: A Case Study of a Small Lifestyle Business in the UK Tourism Sector Qual. Mark. Res 2017 , 21 , 143–165. [ CrossRef ] 43 Niininen, O.; Buhalis, D.; March, R. Customer empowerment in tourism through consumer centric marketing (CCM) Qual. Mark Res 2007 , 10 , 265–281. [ CrossRef ] 44 Morgan, D.L. Methodological Implications of Combining Qualitative and Quantitative Methods J. Mix. Methods Res 2007 , 1 , 48–76. [ CrossRef ] 45 Bazeley, P. Issues in Mixing Qualitative and Quantitative Approaches to Research. In Applying Qualitative Methods to Marketing Management Research ; Buber, R., Gadner, J., Richards, L., Eds.; Palgrave Macmillan: London, UK, 2004; pp. 141–156 46 Tashakkori, A.; Teddlie, C Handbook of Mixed Methods in Social & Behavioral Research ; Sage: Thousand Oaks, CA, USA, 2003 47 Maison, D Qualitative Marketing Research. Understanding Consumer Behaviour ; Routledge: New York, NY, USA, 2019 48 Meyers, M.D Qualitative Research in Business & Management ; Sage Publications: London, UK, 2013 49 Panasiuk, A Rynek Turystyczny. Struktura. Procesy. Tendencje ; Difin: Warsaw, Poland, 2019 50 Saarinen, J. ‘Destinations in Change’: The Transformation Process of Tourist Destinations Tour. Stud 2004 , 4 , 161–179. [ CrossRef ] 51 Panasiuk, A. From Basic Tourism Products to a Comperhensive Offer of a Tourism Area Barom. Reg 2017 , 15 , 17–24 52 Benur, A.M.; Bramwell, B. Tourism product development and product diversification in destinations Tour. Manag 2015 , 50 , 213–224. [ CrossRef ] 53 Panasiuk, A. Marketing Concept of the Brand in Tourism Ekon. Ir Vydba Aktualijos Ir Perpektyvos 2006 , 1 , 130–134 54 Razovi´c, M. Sustainable Development and Level of Satisfaction of Tourists with Elements of Tourist Offer of Destination. In Proceedings of the 2 nd International Scientific Conference Tourism in South East Europe 2013: Tourism in Southern and Eastern Europe, Opatija, Croatia, 15–18 May 2013; pp. 371–385 55 Villamediana-Pedrosa, J.D.; Vila-L ó pez, N.; Küster-Boluda, I. Predictors of Tourist Engagement: Travel Motives and Tourism Destination Profiles J. Destin. Mark. Manag 2020 , 16 , 100412. [ CrossRef ] 56 Panasiuk, A.; Wszendybył-Skulska, E. Social Aspects of Tourism Policy in the European Union. The Example of Poland and Slovakia Economies 2021 , 9 , 16. [ CrossRef ] 57 Liao, C.-S.; Chuang, H.-K. Tourist Preferences for Package Tour Attributes in Tourism destination design and development J Vacat. Mark 2020 , 26 , 230–246. [ CrossRef ]

Sustainability 2021 , 13 , 12040 15 of 15 58 Panasiuk, A. Tourism Management by Public Administration Institutions Sci. J. Mil. Univ. Land Forces 2019 , 51 , 364–376 [ CrossRef ] 59 Sheng, L.; Hu, W. Tourism and Hospitality Market Structure: A Theoretical Discussion Soc. Sci. J 2020 . [ CrossRef ] 60 Kasim, A.; Ekinci, Y.; Altinay, L.; Hussain, K. Impact of market orientation, organizational learning and market conditions on small and medium-size hospitality enterprises J. Hosp. Mark. Manag 2018 , 27 , 855–875. [ CrossRef ] 61 Sampaio, C.A.F.; Rodrigues, R.G.; Hern á ndez-Mogoll ó n, J.M. The Relationship Between Market Orientation, Customer Loyalty and Business Performance—A Sample from Western Europe Hotel Industry Tour. Hosp. Res 2019 , 20 , 131–143. [ CrossRef ] 62 Sin, L.Y.M.; Tse, A.C.B.; Heung, V.C.S.; Yim, F.H.K. An analysis of the relationship between market orientation and business performance in the hotel industry Int. J. Hosp. Manag 2005 , 24 , 555–577. [ CrossRef ] 63 Jogaratnam, G. The effect of market orientation, entrepreneurial orientation and human capital on positional advantage: Evidence from the restaurant industry Int. J. Hosp. Manag 2017 , 60 , 104–113. [ CrossRef ] 64 Konieczna-Doma ´nska, A Biura Podr ó ˙zy na Rynku Turystycznym ; Wydawnictwo Naukowe PWN: Warsaw, Poland, 2008 65 Cronbach, L.J. Coefficient Alpha and the Internal Structure of Tests Psychometrika 1951 , 16 , 297–334. [ CrossRef ] 66 Amstrong, G.; Kotler, P Marketing. Wprowadzenie ; Wolters Kluwer Polska: Warsaw, Poland, 2012.