A focus on market orientation in order to improve firm performance has during the last decades been both well, and widely, accepted as a necessity for remaining competitive. Even though the concept has been the focus of much research, recent studies suggest that practitioners find it difficult to interpret the market orientation concept and, subsequently, find it hard to implement in their organizations. The actual implementation of market orientation is also a relatively unexplored area within marketing. The majority of research around market orientation has instead tended to focus on other issues such as to measure and link performance to the development of the actual concept rather than implementation aspects and processes.This article identifies four enabling mechanisms for the implementation of market orientation. It forwards a framework to advance understanding of the actual implementation and effects of market orientation. The framework – consisting of issues focusing on effects on an internal, a customer, and a market level – aims to increase the understanding of how a successful implementation of market orientation can be achieved.Findings are developed through an in-depth longitudinal case study of a B2B firm implementing market orientation. As such, the findings are well grounded in, and provide insights into, managers’ real challenges, as well as offering opportunities to generate new insights for academia. By studying the market orientation implementation process, four mechanisms that enable the implementation is, among other things, identified; 1) Top management as a change champion, 2) A coordinating ICT platform, 3) The redesign of the offering structure (portfolio), and 4) A multi-layered organizational structure.