A customer perspective on product eliminations: how the removal of products affects customers and business relationships

Homburg, Christian; Fürst, Andreas; Prigge, Jana-Kristin

doi:10.1007/s11747-009-0174-9

Cited by 40 publications

(12 citation statements)

References 71 publications

(67 reference statements)

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“…Homburg et al 2010a). In this context, a real option has as its underlying marketing asset the total value of the marketing project, with the cost being the investment required to obtain the asset and the time to maturity being reflected in the period in which the marketing manager can defer the investment before it expires.…”

Section: Real Options Theorymentioning

confidence: 99%

Toward a theory of the boundary-spanning marketing organization and insights from 31 organization theories

Hult

2011

J. of the Acad. Mark. Sci.

142

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Now more than ever, marketing is assuming a key boundary-spanning role-a role that has also redefined the composition of the marketing organization. In this paper, the marketing organization's integrative and mutually reinforcing components of marketing activities, customer value-creating processes, networks, and stakeholders are delineated within their boundary-spanning roles as a particular emphasis (labeled MOR theory). Thematic marketing insights from a collection of 31 organization theories are used to advance knowledge on the boundary-spanning marketing organization within four areas-strategic marketing resources, marketing leadership and decision making, network alliances and collaborations, and the domestic and global marketplace.

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Section: Real Options Theorymentioning

confidence: 99%

Toward a theory of the boundary-spanning marketing organization and insights from 31 organization theories

Hult

2011

J. of the Acad. Mark. Sci.

142

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“…only on the employee's perspective in the shutdown literature and on the product perspective by the majority of the phase-out literature). However, the phase-out process's quality is proven to create a company's performance increase [26]. Thus, the second research question is as follows:…”

Section: Research Gap and Methodologymentioning

confidence: 99%

Production Phase-out During Plant Shutdown

2014

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Today's industry environment is characterized through a very unpredictable market. Therefore, companies establish robust production and logistics systems [1]. However, sometimes the established robustness does not prevent companies from location dynamics, including plant shutdowns or plant relocation [2]. Then, particularly, when big companies are involved and plenty of jobs are at risk, the public pressure is immense [3], which requires an effective management. Even though the market forces are obvious, the research intensity related to plant shutdowns is comparably low [4]. Appropriate expertise can be gained especially for the production phase-out (a repeated procedure), which is the operative implementation of every plant shutdown, but also takes place during standard product elimination. The paper's aim is primarily to conceptualize the different plant shut-down options. Second, it targets on analyzing how the production phaseout and the plant shutdown are organized in industry and to investigate if and how these processes can be standardized to avoid inefficiencies. In-depth expert interviews have been conducted. A purposive sampling strategy was followed including companies ex-post to their plant shutdown caused by insolvency, consolidation, offshoring, divestment/product elimination and outsourcing. Based on the empirical results, the relation between production phase-out and plant shutdown is emphasized. The evidence results in a framework of plant shut down reasons and concluding processes. The further developed process for production phase-out during a shutdown displays a form of guideline for companies.

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“…The perspective of the industrial customer Homburg, Fürst, and Prigge (2010) shed initial light on industrial customers' perspective. Drawing on social exchange theory, they proposed that customers' economic and psychological costs of elimination are determined by the perceived quality of the eliminating firm's implementation behaviour and affect their future relationship with the eliminating firm.…”

Section: The Perspective Of the Final Consumermentioning

confidence: 99%

“…By considering antecedents and outcomes of the costs of elimination as perceived by the industrial customer, the study by Homburg et al (2010) addressed issues of particular relevance to PEDM in B2B sectors. Below we propose an array of future research directions.…”

Section: Future Research From the Perspective Of The Industrial Customermentioning

confidence: 99%

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Tracking the evolution of theory on product elimination: Past, present, and future

Avlonitis¹,

Argouslidis²

2012

Mark. Rev.

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Product elimination is an important tool for effective product line management. Scholarly, it was originally addressed in the 1960s, in the context of a conceptual paper. Today the relevant theory has its stance in the broader product line management literature, much as its size is still small, compared to other topics of product line management research (e.g., new product development). This paper's purpose is to present a critical synthesis of the product elimination theory and advance implications for future research. A mix of manual and electronic means of bibliographic search resulted in the identification of 15 conceptual and 51 empirical papers, published primarily in marketing, but also in management and economic journals. Key arguments of conceptual papers and methods and key findings of empirical studies are classified under broad thematic areas and discussed critically. From the review it is evident that extant theory has addressed important aspects of product elimination. However, various unanswered issues are identified and discussed as directions for future investigation under five broad angles. This paper provides the first systematic review of the extant conceptual and empirical material on product elimination and proposes a future research agenda that can further empirical knowledge on this important, but largely understudied, topic of product line management research.

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A customer perspective on product eliminations: how the removal of products affects customers and business relationships

Cited by 40 publications

References 71 publications

Toward a theory of the boundary-spanning marketing organization and insights from 31 organization theories

Toward a theory of the boundary-spanning marketing organization and insights from 31 organization theories

Production Phase-out During Plant Shutdown

Tracking the evolution of theory on product elimination: Past, present, and future

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