1 Department of Marketing and Statistics, Aarhus School of Business, Aarhus BSS, Aarhus University2 MAPP - Centre for Research on Customer Relations in the Food Sector, Aarhus School of Business, Aarhus BSS, Aarhus University3 unknown4 Aarhus BSS Administrative Centre - Aarhus BSS Communication, Aarhus BSS Administrative Centre, Aarhus BSS, Aarhus University5 Aarhus BSS Administrative Centre - Aarhus BSS Communication, Aarhus BSS Administrative Centre, Aarhus BSS, Aarhus University
More and more, it is acknowledged that a company's success depends on it being capable of complying with the market's demands and wishes. It is, however, not always obvious, how the individual company will be able to meet the market's demands. A recent MAPP study has investigated this topic and identified a number of central market demands, which Danish food companies are faced with. Moreover, the study has identified which competencies are required to meet these demands and have also looked at howsuccessful companies structure some of these competencies. The study takes its point of departure in a literature review of MAPP's research. Results show that there are 27 central market demands, retail and consumer demands that Danish companies ought to be able to live up to. The study has also identified which competencies food companies must possess to be able to meet market's demands. Results from three workshops show that there are 28 competencies which are the most central ones in relation to the 27 market demands. This points to the fact that it is not enough to be able to handle one or two competencies. It is crucial that a company can manage a number of different competencies. If success on the market is the goal, it is decisive that the company surpasses its competitors as regards one or more competencies. The last part of the study was focused on the competencies that differentiate five successful Danish food companies from their competitors. The companies were asked to point out which competencies they were good at compared to their competitors. The result was 11 different competencies of which product development, customer relations and quality management are the three competencies mentioned most often. The competence structure shows that competencies are complex entities consisting of six different but interdependent elements. Four of these six entities are related to different forms of knowledge. These seem decisive for how well a company manages a specific competence.