Suggested Bibliographic Reference: Challenging New Frontiers in the Global Seafood Sector: Proceedings of the Eighteenth Biennial Conference of the International Institute of Fisheries Economics and Trade, July 11-15, 2016. Compiled by Stefani J. Evers and Ann L. Shriver. International Institute of Fisheries Economics and Trade (IIFET), Corvallis, 2016.
Proceedings of the Eighteenth Biennial Conference of the International Institute of Fisheries Economics and Trade, held July 11-15, 2016 at Aberdeen Exhibition and Conference Center (AECC), Aberdeen, Scotland, UK.
Live seafood is becoming increasingly popular in global markets. Seafood is one of the most important industries in Norway, and live crustacea is an increasingly important international marketing channel. King crab pioneered this trend in crustacea, now followed by emergent supplies of snow crab. As a new species, for Norway, snow crab is considered to have significant potential. In order to obtain optimal value creation of these crab species, market orientation is essential. Market orientation - a firms' ability to generate, disseminate and respond to market intelligence - is a critical prerequisite for creating competitive advantage. Hitherto, market orientation has been viewed mainly from a dyadic perspective (seller and potential customers). However, as companies interact in value chains in creating value for the end-user it is arguably important to include the whole value chain in the market orientation perspective. Different levels in the value chain necessarily require new arrangements for diffusion of market intelligence and coordination of responsiveness among chain members. Customers of Norwegian companies selling live crab in selected markets (Korea and USA) are used as the case. This enables exploration of market orientation from a larger-scale perspective, including not only companies' internal resources, external factors such as markets and competitors but also the wider dynamic contexts of resource management parameters and trade policy inter alia. It is posited that only by consideration of this broader set of criteria will a more accurate understanding of company's market orientation be possible, potential constraints identified and solutions be planned for implementation.