Purpose – Market orientation is a key factor for business performance in today’s fluctuating conditions. This study investigates whether the employment of innovation can improve the innovative capability and increase the performance by gaining competitive advantages or not. Therefore, this study aims to investigate the effects of market orientation on the performance of small and medium size distributer enterprises (SMDEs) in Iran.
Research design, data, and methodology – Customer orientation, Competitor orientation, and Inter-functional coordination have been regarded as market orientation indices to determine the effects of these indices on marketing innovation, gaining competitive advantages, and companies’ performance as well. Data were collected from managers and experts in SMDEs in Iran. The structural equations modeling are used for analysis.
Results – The results indicated that marketing innovation has been improved in competitive companies that enjoyed a high level of Inter-functional coordination among the various units. Besides, marketing innovation resulted in gaining competitive advantages regarding cost management, concentration, and differentiation in these companies. In addition, it was observed that SMDEs that obtain competitive advantages are equipped to reap superior performance.
Conclusions – With cost management, differentiation and concentration are more likely to enhance the enterprise efficiency and effectiveness than other companies. Additionally, competitiveness, inter-functional coordination, and marketing innovation in SMDEs have a positive impact on marketing innovation.

Abstract
 1. Introduction
  1.1. Background
 2. Market Orientation
  2.1. Customer Orientation
  2.2. Competitor Orientation
  2.3. Inter-functional Coordination
  2.4. Market Orientation and Business Performance
  2.5. Small and Medium Size Enterprises (SMDEs)
  2.6. Hypotheses Development
  2.7. Conceptual Model
 3. Methodology
 4. Results
 5. Conclusions
 6. Recommendations
 7. Limitation and Future Research
 References

• Habibollah Javanmard(Department of Management, Islamic Azad University) Corresponding Author
• Hoda Hasani(Master of Business Administration, Islamic Azad University)