This study focuses on the domestic distribution industry to test the concept of market orientation and to reveal how this concept affects firm performance. The study was generally based on the conceptual frameworks of Jaworski and Kohli and Narver and Slater, which employ the concept of market orientation, and firm performance was divided into financial performance and marketing performance. The study aimed to present strategic implications that distributors can practically implement by analyzing the relationship between market orientation and firm performance in the distribution industry. Specifically, the study examined the role of Jaworski and Kohli's market orientation—comprising information acquisition, information dissemination, and information sharing—and Narver and Slater's market orientation—comprising customer orientation, competitor orientation, and interfunctional coordination—in strengthening corporate competitiveness. Additionally, the study analyzed the structural influence of these market orientation dimensions on financial performance (considering return on assets, return on sales, and return on investment) and marketing performance (considering sales growth rate, customer retention rate, and customer satisfaction). Finally, the study examined in detail how the influence of market orientation on firm performance differs depending on trust. A survey was conducted targeting distribution firms, and the analysis results are as follows. J&K market orientation (information acquisition, information dissemination, and information sharing) had a positive effect on both financial performance and marketing performance. Among S&N market orientation dimensions, competitor orientation and interfunctional coordination had a positive effect on financial performance, and competitor orientation had a positive effect on marketing performance. In contrast, customer orientation did not have a positive effect on either financial performance or marketing performance, and interfunctional coordination did not have a positive effect on marketing performance. The interactions of information acquisition and trust, information dissemination and trust, and information sharing and trust had significant effects on marketing performance, and the interaction of information dissemination and trust had a significant effect on financial performance. The interactions of customer orientation and trust, and interfunctional coordination and trust, had positive effects on marketing performance, and the interaction of interfunctional coordination and trust had a positive effect on financial performance. This study is expected to provide various implications for future market orientation research targeting the distribution industry, and accordingly, to offer practical and specific implications for marketing practitioners.