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Market orientation of value chains: A conceptual framework based on four case studies from the food industry

Klaus G. Grunert (MAPP‐Centre for Research on Customer Relations in the Food Sector, Aarhus School of Business, Aarhus, Denmark)
Lisbeth Fruensgaard Jeppesen (MAPP‐Centre for Research on Customer Relations in the Food Sector, Aarhus School of Business, Aarhus, Denmark)
Kristina Risom Jespersen (MAPP‐Centre for Research on Customer Relations in the Food Sector, Aarhus School of Business, Aarhus, Denmark)
Anne‐Mette Sonne (MAPP‐Centre for Research on Customer Relations in the Food Sector, Aarhus School of Business, Aarhus, Denmark)
Kåre Hansen (The Norwegian College of Fishery Science, The University of Tromsø, Tromsø, Norway)
Torbjørn Trondsen (The Norwegian College of Fishery Science, The University of Tromsø, Tromsø, Norway)
James A. Young (Department of Marketing, University of Stirling, Stirling, Scotland, UK)

European Journal of Marketing

ISSN: 0309-0566

Article publication date: 1 May 2005

9526

Abstract

Purpose

This paper extends the concept of market orientation from the firm to the value chain level and seeks to develop empirically founded propositions on determinants of different levels of market orientation of value chains.

Design/methodology/approach

Four case studies on value chains within the areas of agribusiness and fisheries are conducted. For each value chain, desk research is combined with interviews with decision‐makers of all types of value chain members. Interview guidelines were derived from a conceptual model of potential determinants of value chain market orientation.

Findings

Degree of market orientation of value chains is found to be related to degree of heterogeneity and dynamism of end‐users served, nature of chain relationships, regulations and prevailing mental models of decision‐makers. Short and balanced chains are believed to further upstream market orientation.

Research limitations/implications

The results point at two areas, where additional research on market orientation is called for: a better conceptualization of market intelligence and theorizing on most cost effective ways of being market oriented, including implications for the distribution of market oriented activities among value chain members.

Practical implications

The paper underlines the importance of managing channel relationships, up to and including vertical integration, when serving markets with high degrees of end‐user volatility.

Originality/value

This paper is the first empirical contribution to the market orientation literature employing a perspective encompassing the whole value chain.

Keywords

Citation

Grunert, K.G., Fruensgaard Jeppesen, L., Risom Jespersen, K., Sonne, A., Hansen, K., Trondsen, T. and Young, J.A. (2005), "Market orientation of value chains: A conceptual framework based on four case studies from the food industry", European Journal of Marketing, Vol. 39 No. 5/6, pp. 428-455. https://doi.org/10.1108/03090560510590656

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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