Market Orientation in Food and AgricultureIn the fall of 1990, the Danish government started a comprehensive research pro gramme to improve the competitiveness of the Danish food sector: The Research and Development Programme in the Danish Food Sector (Det F!Ildevareteknologiske Forsk nings- og Udviklingsprogram, F0TEK). The programme was based on a combination of basic research to be carried out by universities and other research institutions, and a series of collaboration projects between researchers and food companies. The programme was originally designed as a technological research programme. However, in the planning phases of the research programme, the view that the development of new technologies and products may not be sufficient to improve competitiveness made some ground. A small comer of the overall research effort was therefore set aside for market-oriented research. This comer was filled by the research programme Market-based process and product innovation in the food sector (MAPP). MAPP was a joint research programme in which researchers from several Danish universities and business schools participated; it was coordinated by the Aarhus School of Business. MAPP set out to achieve a difficult task: to conduct high quality research on various aspects of the marketing of food products, to do so in cooperation with food companies, and to win under standing and recognition from the colleagues in the food technology departments. |
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Contents
PART I INTRODUCTION | 1 |
COMPETITIVE ADVANTAGE | 3 |
Strategic decisions and competitive advantage | 6 |
Strategic decisions and market intelligence | 9 |
MARKET ORIENTATION | 11 |
What makes a company marketoriented? | 12 |
How marketoriented is the food industry? | 13 |
MARKETORIENTED PRODUCT DEVELOPMENT | 17 |
Retailers buying behaviour | 151 |
Retailers participation in product development | 152 |
INFORMATION ON RETAILERS DECISIONMAKING PROCESS AND VALUE PERCEPTION USED IN THE DISTRIBUTION MODULE | 153 |
SELECTED STUDIES | 154 |
Studies of retailers decisionmaking process selection criteria and involvement in manufacturers product development process | 155 |
Quality certification as a listing criterion | 158 |
Buying behaviour for beef | 159 |
Buying behaviour for ecological dairy products | 161 |
THE PLAN OF THIS BOOK | 18 |
GENERATING MARKET INTELLIGENCE | 19 |
DEFINING A MARKET INTELLIGENCE SYSTEM | 20 |
APPEAL AND VALIDITY OF A MARKET INTELLIGENCE SYSTEM | 21 |
MODULES FOR A MARKET INTELLIGENCE SYSTEM | 22 |
Consumers | 23 |
Distributors | 26 |
GENERATING INTELLIGENCE ABOUT CONSUMER AND DISTRIBUTOR CHARACTERISTICS | 27 |
ANALYSING CONSUMERS AT THE AGGREGATE LEVEL | 29 |
FACTORS WHICH DETERMINE CONSUMERS VALUE PERCEPTION | 31 |
THE IMPACT OF HOUSEHOLD RESOURCES ON FOOD CHOICE | 32 |
AN EXPLORATORY ANALYSIS OF FOODRELATED PREFERENCES AND BEHAVIOUR IN EUROPEAN REGIONS | 36 |
The clusters obtained | 42 |
Characteristics of the British Germanspeaking and Frenchspeaking clusters | 44 |
TOWARDS A CONCEPT OF FOODRELATED LIFESTYLE | 46 |
MEASURING FOODRELATED LIFESTYLE | 50 |
FOODRELATED LIFESTYLE IN GERMANY FRANCE AND GREAT BRITAIN | 53 |
France | 59 |
Great Britain | 63 |
Food consumers in Germany France and Great Britain a comparison | 69 |
UNDERSTANDING GENERAL CHARACTERISTICS OF CONSUMER VALUE PERCEPTION | 73 |
ANALYSING CONSUMERS AT THE INDIVIDUAL LEVEL | 75 |
MODELS OF FOOD QUALITY | 76 |
AN INTEGRATIVE MODEL OF FOOD QUALITY | 81 |
TOOLS IN ANALYSING ASPECTS OF FOOD QUALITY | 83 |
EXAMPLES | 87 |
A TOOLBOX FOR ANALYSING FOOD QUALITY | 108 |
ANALYSING DISTRIBUTORS AT THE AGGREGATE LEVEL | 113 |
THEORETICAL BASIS | 115 |
Theories on change in retail structure | 117 |
FRAME OF REFERENCE FOR ANALYSING RETAIL STRUCTURE | 119 |
VARIABLES FOR DESCRIBING RETAIL STRUCTURE | 120 |
Types of stores | 121 |
Types of store formatsstore concepts | 123 |
Location | 124 |
Technology | 125 |
VARIABLES FOR DESCRIBING RETAIL GROUPS | 126 |
SOURCES OF INFORMATION | 127 |
STUDIES OF RETAIL STRUCTURES AND RETAIL GROUPS | 128 |
Historical development actual retail structure and future trends in selected countries | 135 |
IMPLICATIONS | 141 |
ANALYSING DISTRIBUTORS AT THE ORGANISATIONAL LEVEL | 143 |
THEORETICAL BASIS | 145 |
Organisational buying behaviour | 147 |
The product development process | 149 |
FRAME OF REFERENCE | 150 |
IMPLICATIONS | 162 |
CASE THE GENERATION OF MARKET INTELLIGENCE IN A MEDIUMSIZED FOOD COMPANY | 165 |
CONSUMER ANALYSES | 166 |
Quantitative analyses | 168 |
DISTRIBUTION ANALYSES | 170 |
STRATEGIC POSSIBILITIES | 172 |
DEVELOPMENT OF COMPETENCES | 174 |
Market communication to consumers | 175 |
PERSPECTIVES FOR GENERATING MARKET INTELLIGENCE | 176 |
DEVELOPING MARKET RESPONSIVENESS AND PROFITABILITY | 179 |
THEORETICAL BASIS | 181 |
EMPIRICAL STUDIES OF MARKET ORIENTATION AND PROFITABILITY | 182 |
OUTSIDEIN PROCESSES | 185 |
INSIDEOUT PROCESSES | 187 |
SPANNING PROCESSES | 189 |
OVERVIEW OF PART III | 193 |
SHORT AND MEDIUM TERM PRODUCT AND PROCESS DEVELOPMENT | 195 |
WHAT IS MARKETORIENTED PRODUCT AND PROCESS INNOVATION? | 196 |
FRAMEWORK FOR THE ANALYSIS OF NEW PRODUCT DEVELOPMENT PROCESSES | 198 |
Market focus | 199 |
Organisation of product development | 200 |
NEW PRODUCT DEVELOPMENT PRACTICE IN MEDIUMSIZED FOOD COMPANIES | 201 |
Market focus | 202 |
The organisation of product development | 203 |
The gap between practice and normative recommendations | 204 |
CHANGING NEW PRODUCT DEVELOPMENT PRACTICE IN MEDIUM SIZED FOOD COMPANIES | 206 |
HOW TO OVERCOME BARRIERS TO THE IMPLEMENTATION OF SUCCESS CRITERIA IN NEW PRODUCT DEVELOPMENT | 208 |
LONGTERM DEVELOPMENT OF FIRM AND INDUSTRY | 209 |
KEY SUCCESS FACTORS | 210 |
PATH DEPENDENCIES IN TECHNOLOGICAL DEVELOPMENT | 212 |
PATH DEPENDENCIES IN PRODUCT DEVELOPMENT | 214 |
INTERCULTURAL COMPETENCE AND THE INTERNATIONALISATION PROCESSES OF FOOD COMPANIES | 216 |
CROSSCULTURAL INTERACTIONS IN THE FOOD SECTOR | 219 |
LONGTERM PROFITABILITY AND SURVIVAL IN INTERNATIONAL FOOD MARKETS | 223 |
DEVELOPING SUPPLIER AND CUSTOMER RELATIONS | 227 |
TYPES OF RELATIONSHIPS | 228 |
STUDIES OF FOOD COMPANIES RELATIONS TO SUPPLIERS | 232 |
STUDIES OF FOOD COMPANIES RELATIONS TO DIRECT CUSTOMERS | 235 |
AN EXAMPLE OF MORE COMPLEX VERTICAL RELATIONS | 237 |
HOW TO SELECT PARTNERS AND BUILD RELATIONS | 240 |
CONCLUSION | 243 |
MANAGERIAL IMPLICATIONS | 247 |
RESEARCH PERSPECTIVES | 250 |
255 | |
269 | |
Other editions - View all
Market Orientation in Food and Agriculture Klaus Günter Grunert,Hanne Hartvig Larsen,Tage Koed Madsen,Allan Baadsgaard No preview available - 2011 |
Market Orientation in Food and Agriculture Klaus Gunter Grunert,Professor Hanne Hartvig Larsen,Tage Koed Madsen No preview available - 1995 |
Common terms and phrases
Aarhus School analysis average bake-off products Britain buying behaviour Carrefour chapter company's competitive advantage competitors concept conjoint analysis cooking Copenhagen Business School costs cultural Danish pastry decision-making decisions distributors eating evaluation evolutionary economics example experienced quality fat content firm food companies food consumer food industry food products food-related lifestyle Germany Grunert hard discounters household important intercultural competence interested Intermarché intrinsic quality cues involved labels manufacturers market intelligence system market orientation market responsiveness market share market-oriented Marks & Spencer meals Odense University organisational packaging perceived value perceptual mapping positional advantage product category product characteristics product development process product innovation Promodès purchase motives quality aspects quality perception regard relationship relevant resource-based view resources and competences retail groups retail structure School of Business segment sensory sensory analysis skills snacks specialist shops store types strategy supermarket suppliers taste Tengelmann TFQ model value perception
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