Geir Grundvåg Ottesen

Barriers to practical use of academic marketing knowledge

It is commonly assumed that a prime purpose of developing research‐based marketing knowledge is that it should be useful to marketing managers and other practitioners. However, evidence suggests that academic marketing knowledge is only to a limited degree utilised in practical life. It is thus important to understand why this is the case, as well as how use of academic knowledge can be enhanced. This paper focuses on scientific knowledge about market orientation and explores a range of factors, which might impair its practical application. More specifically, it examines what types of knowledge marketing practitioners might perceive as useful and discusses a range of potential barriers to successful transfer of market orientation knowledge from academia to practitioners. Substantial barriers are identified which relate to attributes of market orientation knowledge itself and characteristics of both academics and practitioners. Findings are discussed and implications highlighted.

What are the essential capabilities of marketers

Purpose – This paper sets out to identify the knowledge and skills that marketing practitioners need to possess and use, to improve marketing management and firm performance.Design/methodology/approach – The data from a survey of marketing managers, academics and senior students in New Zealand, relating to the skills essential to work as a marketing manager, were analysed by analysis of variance to assess the extent of convergences or divergence among the responses of the three groups.Findings – The essential skills are an ability and willingness to learn about product‐markets, to solve marketing problems, to communicate with internal and external stakeholders, and to work in teams, plus the knowledge of a wide range of marketing subject areas needed to set these skills in context. To progress from junior to senior posts, marketing graduates need to develop strategic thinking, leadership and management skills, and must demonstrate knowledge of strategic planning, product and brand management, communicatio...

Managers’ understanding of theoretical concepts: the case of market orientation

Managers are frequently exposed to abstract, theoretical concepts, of which some are attended to while others are neglected. To become meaningful for managers, new abstract concepts must be reflected upon and given content. In this paper, we explore how and to what extent managers understand and make use of the exemplar concept of “market orientation”. The reported findings indicate that managers’ understanding and use of the concept of market orientation, in their goal‐directed effort to perform, are influenced by the actual context in which they are embedded and operate. Our findings also indicate that managers’ understanding of market orientation can deviate substantially from the meaning reflected in the academic literature.

Market orientation and uncertain supply in upstream markets: an exploratory study

Abstract A key task of the purchasing function is to secure adequate and timely supplies of necessary input factors. In some industries, however, this task is challenging, as it may be difficult to obtain timely and reliable input, e.g. in industries based on natural resources. This may have serious implications for firms’ ability to compete effectively in their output markets. Few empirical studies of purchasing behaviour have focused on how actors cope with uncertain supply. Also, the fast-growing market orientation literature generally seems to have neglected the importance of supply. This paper aims to provide insight into the poorly understood question of how upstream actors cope with uncertain input supply to handle customers’ needs and wants. To investigate our research problem an exploratory study was conducted among 20 upstream actors in the seafood industry. A quasi-experimental approach was applied by selecting firms from two industry branches so that one group was exposed to the “treatment” (i.e. uncertain supply) while the other group was not. Our findings show that when supply is uncertain it is of utmost concern and considered a key determinant in satisfying the firms’ target markets.

Pursuing opportunities: Why so many fail and so few succeed

Purpose – Aims to address the important but little researched question of why so many firms fail and so few succeed in their pursuit of opportunities. Design/methodology/approach – By reporting investment behaviour and performance among firms in the turbulent seafood industry, it was possible to raise important questions that guide the analysis of why some firms succeed while many fail in pursuing opportunities. Based on in‐depth interviews with top managers, the thinking and behaviour of one successful firm are analysed and compared with other less successful firms in the filleting branch of the seafood industry. Findings – Shows with that the opportunity‐seeking behaviour of unsuccessful firms is influenced by over‐optimism, the success of other firms, and pressure to follow the “herd”. But also that the success of one firm addressed specifically is based on deep‐seated knowledge expressed as a simple rule that cuts through the various influences and guides its pursuit of opportunities. Research limitations/implications – The study focuses on a single industry and is limited to technology investments in manufacturing firms. An important implication is that, in turbulent environments, salient and positive information may easily overshadow the actual risk in pursuing apparently clear‐cut opportunities. This implies that opportunities and their associated threat(s) should be scrutinized carefully. Originality/value – Provides insights into the under‐researched question of why so many firms fail and so few succeed in their pursuit of opportunities.

Exploring How Managers Conceive and Practice Market Orientation in Near "Perfect" Food Markets

Abstract This paper explores what it means to be market-oriented in food commodity markets, i.e., markets that are near “perfect” as characterized in economics. This is an almost neglected topic in past research on market orientation. By eliciting how top managers in food commodity firms conceptualize market orientation, we reveal that their understanding and practice of market orientation partly deviates from the prototypical views reflected in the market orientation literature. Findings are discussed and implications highlighted.

Perceived opportunities and pursued strategies in an emerging industry: the case of Norwegian Blue Mussel farming

Abstract The prosperity of new sectors within the aquaculture industry depends to a large extent on how and to what extent individual business firms are able to exploit new opportunities emerging from, e.g. breakthroughs in farming technology, favorable natural conditions, changing consumer preferences and so on. The farming of blue mussels is a new and emerging sector within the Norwegian aquaculture industry, where expectations are high both among politicians and practitioners. In this paper we explore the development of marketing strategies among newly established firms pursuing assumed opportunities within blue mussel farming in Norway. Based on an in‐depth study of eight firms and their management, we provide insight into how and to what extent these firms try to exploit assumed opportunities. Our study reveals several intriguing findings. For example, that new firms only to a limited degree focus on “the market” and also that the managers and their firms differ in their perceptions and utilization of opportunities. Findings are discussed and implications highlighted.

Can theoretical knowledge and application yield competitive advantage

Purpose – Given that marketing practitioners often perceive theory as something abstract, with little relevance to their work, the objective is to explain why and how competent application of theory can be highly useful and even lead to competitive advantage.Design/methodology/approach – Conceptualisation and personal interpretation, with real‐world case examples.Findings – Knowledge of relevant theoretical principles, if combined with thorough contextual knowledge and applied in a competent manner, can lead to competitive advantage based on better judgement and decisions.Originality/value – The arguments and conclusions presented in the paper improve understanding of the potentially vital role of theory in practice, and provide a credible alternative to the common misperception that theory is of little value to the practitioner.

Farmed Atlantic Cod: Perceived Quality and Attitudes Amongst European Restaurant Chefs

Abstract This paper reports a study of quality perceptions and attitudes towards farmed cod amongst 90 chefs in up-market restaurants in England, Norway and Spain. Findings show that the chefs perceived the quality of farmed cod as favourable. More specifically, survey results show that product attributes such as freshness, texture of flesh, skin colour, odour and flavour received high scores, albeit with some variation across the three countries. Qualitative interviews confirm the positive assessment, but also show that stability in supply and freshness are valued quality dimensions. The qualitative interviews also revealed that several of the chefs discovered that the farmed cod needs less cooking time than wild cod. Further, negative attitudes towards fish farming were found. Despite this, 65 percent said they were likely or very likely to purchase farmed cod in the future. Findings are discussed and marketing implications highlighted.