Identifying the determinants of value creation in the market

Harmsen, Hanne; Jensen, Bjarne H.

doi:10.1016/s0148-2963(02)00319-3

Cited by 62 publications

(47 citation statements)

References 18 publications

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“…So, there is a lack of specific advice in the market orientation literature to organisations on how to become market-oriented (Greenley, 1995;Harmsen and Jensen, 2004). The key problem relates to how a market orientation is defined - Webster (1988) has emphasised the role of information.…”

Section: How To Develop a Market Orientationmentioning

confidence: 99%

Seeing market orientation through a capabilities lens

Foley

Fahy

2009

European Journal of Marketing

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Purpose -The purpose of this paper is to examine how conceptualising market orientation within a capabilities framework may assist in developing further understanding of the construct. Design/methodology/approach -Compelling issues in the market orientation literature relating to the nature of the market orientation construct, the relationship of the construct with performance, and identifying antecedents to market orientation are discussed. The capabilities perspective is explored in the context of these issues. In particular, a perspective of market orientation based on the market-sensing capability is proposed, which may provide additional insights into the construct. Research limitations/implications -The capabilities framework facilitates a more comprehensive approach to understanding the nature of market orientation, which captures the complex interaction of behavioural and cultural factors in the conceptualisation of the construct. Originality/value -This paper addresses the need to examine how marketing capabilities may contribute to organisation performance.

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Section: How To Develop a Market Orientationmentioning

confidence: 99%

Seeing market orientation through a capabilities lens

Foley

Fahy

2009

European Journal of Marketing

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“…question, and the process continues until the ladder has reached a level of abstractness beyond which it is impossible to continue. Laddering appears widely used in personal construct research (Costigan et al, 2000), as well as research on knowledge acquisition (Rugg and McGeorge, 1995), organizations (Rugg et al, 2002), architecture (Honikmann, 1977, and consumers (Reynolds and Gutman, 1988).We employ a reverse laddering methodology (Bisp et al, 1998;Harmsen and Jensen, 2004), which asks informants to indicate what it takes to achieve success in their business. Their answers, which are recorded, invoke a second round of questions pertaining to relevant business activities or competencies that are necessary to achieve these reasons for success.…”

mentioning

confidence: 99%

Market orientation in the mental models of decision makers: two cross‐border value chains

Grunert

Trondsen

Campos

et al. 2010

International Marketing Review

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International Marketing Reviewin two cross-border value chains also appear in the mental models of decision makers at two levels of these value chains.Design: The laddering method elicits mental models of actors in two value chains: Norwegian salmon exported to Japan and Danish pork exported to Japan. The analysis of the mental models centers on potential overlap and linkages between actors in the value chain, including elements in the mental models that may relate to the actors' market orientation. Originality: This article offers three novel ideas: using the concept of mental models as a possible mediator between factors that influence the degree of market orientation and marketoriented activity; using a laddering method to elicit mental models; and considering concepts shared among actors in a value chain as possible indicators of the degree of market orientation. Market orientation, commonly defined as the generation of market intelligence, its dissemination within the business organization, and its use to direct business activities (Kohli and Jaworski, 1990), can drive superior company performance in various contexts and industries (Cano et al., 2004), including exporting manufacturers (Cadogan et al., 2003;Racela et al., 2007). Research on market orientation also investigates external factors that may influence the degree of marketoriented activities undertaken by an organization, including competitive pressures, market growth, and the heterogeneity of customers served (e.g., Avlonitis and Gounaris, 1999;Cadogan et al., 2003;Grunert et al., 2005;Jaworski and Kohli, 1993;Slater and Narver, 1994). But what is the mechanism by which such factors work? They must influence managerial decision making that selects market-oriented activities as salient courses of action.Mental models might provide a means to analyze the extent to which manager's view customer-related or environmental factors as determinants of competitive advantage (Day and Nedungadi, 1994). This research extends such reasoning to external factors that may affect the degree of market orientation through their impact on decision makers. That is, when decision makers perceive market-oriented factors as decisive for the success of their business, they engage in market-oriented activity. Therefore, we consider the link between the organizational construct of market orientation and individual-level market-oriented cognitions, similar to recent contributions regarding individual-level market orientations (Celuch et al., 2000;Schlosser and McNaughton, 2007), the role of national culture in affecting the link between organizational factors and market orientation (Kirca and Hult, in press), and the global adoption of the marketing concept (Nakata, 2000). We also consider recent work in institutional theory that deals with environmental pressures and their appearance in managers' mental models (Daniels et al., 2002). 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 ...

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“…Efficiency-and production-related competence elements are further down the list. In another study (Harmsen & Jensen, 2004), groups of industry leaders were confronted with information on relevant market trends and were then asked, using a reversed laddering procedure, to translate these into relevant competencies to be developed in their organisations in order to be able to meet these market trends. Of 28 different competence elements, those mentioned most frequently as necessary to meet current market trends were product development, managing customer relations, ability to adapt/flexibility, development and implementation of strategy, and market analysis competence.…”

Section: Market-related Competencies In the Food Sectormentioning

confidence: 99%

Cómo los cambios en el comportamiento del consumidor y la distribuciónafectan a la competencia de los productores y procesadores de alimentos

Grunert¹

2011

EARN

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This paper analyses the changing competence requirements which members of the food chain face in their pursuit of competitive advantage. Two groups of trends serve as point of departure: more dynamic and heterogeneous consumer demands, which can be analysed in terms of consumer demands for sensory, health, process and convenience qualities, and changing roles for retailers in the food chain. Based on these trends, it is argued that competencies which can increase producers' level of market orientation get increased weight in the attainment of competitive advantage, and three types of competencies are singled out as especially important: consumer understanding, relationship management, and new product development. The development of market-related competencies aimed at exploiting trends in consumer behaviour and retailing will also entail changing forms of cooperation among members of the value chain, which favour both new ways of adding value but also new ways of matching consumer heterogeneity with heterogeneity in agricultural raw materials. Cómo los cambios en el comportamiento del consumidor y la distribución afectan a la competencia de los productores y procesadores de alimentos RESUMEN: Este trabajo analiza el cambio en los requisitos de la competencia de los miembros de la cadena alimentaria cara a conseguir sus propósitos de obtener una ventaja competitiva. Dos grupos de tendencias sirven como punto de partida: una más dinámica y heterogénea demanda por parte de los consumidores, que se puede analizar en términos de demanda de calidad sensorial, de salud, de proceso y conveniencia; y por otro lado, un cambio en el papel de los distribuidores en la cadena alimentaria. Basándose en estas tendencias, se discute que la competencia, la cual puede incrementar el nivel de orientación al mercado de los productores, incrementa el peso del logro de la ventaja competitiva, distinguién-dose tres tipos de competencia como especialmente importantes: el entendimiento del consumidor, la gestión de las relaciones y el desarrollo de nuevos productos. El desarrollo de las competencias relacionadas con el mercado y destinadas a explorar las tendencias del comportamiento del consumidor y la distribución supondrá cambios en la forma de cooperación entre los miembros en la cadena, lo que favorecerá nuevas vías de añadir valor y también de encajar la heterogeneidad del consumidor.

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Identifying the determinants of value creation in the market

Cited by 62 publications

References 18 publications

Seeing market orientation through a capabilities lens

Seeing market orientation through a capabilities lens

Market orientation in the mental models of decision makers: two cross‐border value chains

Cómo los cambios en el comportamiento del consumidor y la distribuciónafectan a la competencia de los productores y procesadores de alimentos

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