The market orientation literature focuses upon external stakeholders as the content or target of a market orientation strategy. This is problematic for understanding the successful implementation of a market orientation strategy because internal stakeholders provide the link between strategy-makers and external stakeholder targets. Anchored in market orientation, dynamic capabilities, and stakeholder research, the study describes how internal stakeholders in a market orientation process can impede or encourage the achievement of market-oriented objectives by a market-oriented company. Focus groups were conducted with both management and non-management employees of a large market-oriented financial services organisation that recently introduced a market-oriented agency call program. The extent to which the company is market-oriented was determined through preliminary interviews with senior executives and distributor/customers. Results highlight: (1) program antecedents related to employee disposition and control; (2) potentially competing program objectives (relationship and knowledge acquisition); (3) issues of role conflict, time constraints; and (4) the need to confirm program value through feedback solicited from other stakeholders.