Introduction to the IMM special issue on ‘Project marketing and the marketing of solutions’ A comprehensive approach to project marketing and the marketing of solutions

Covà, Bernard; Salle, Robert

doi:10.1016/j.indmarman.2006.04.008

Cited by 109 publications

(112 citation statements)

References 28 publications

(30 reference statements)

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“…According to Cova and Salle (2007) there are two possibilities to deal with the complexity of the situation. The first one is to follow the determinist approach by considering the complexity as a fact and to try to adapt to it.…”

Section: Conceptual Modelmentioning

confidence: 99%

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Market entry strategies to emerging markets: A conceptual model of turnkey project development

Vassileva¹,

Nikolov²

2016

Serb J Management

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The main purpose of the paper is to analyse the international market entry strategies in the light of globalisation processes and to propose a conceptual model of turnkey projects as market entry mode. The specific research objectives are as follows: 1. to develop an integrated framework of the turnkey marketing process as a conceptual model; 2. to analyse BRICS countries as potential host countries for turnkey projects implementation; 3. to assess potential implications of proposed conceptual model for global market entry decisions.

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Section: Conceptual Modelmentioning

confidence: 99%

“…Economic discontinuity of project business places the supplier in a fragile and even risky position because of the higher bargaining power of customers. In order to overcome this shortcoming it is advisable to find possibilities to recreate continuity especially with significant customers and actors through the network of relations (Cova & Salle, 2007). …”

mentioning

confidence: 99%

Market entry strategies to emerging markets: A conceptual model of turnkey project development

Vassileva¹,

Nikolov²

2016

Serb J Management

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“…of the fact that many organisational buyers are in pursuit of solutions to complex problems, rather than looking to solve simplistic transaction-oriented issues (Brady et al 2005;sawhney 2006;cova and salle 2007). in a recent article tuli et al (2007) call for the existing product-centric view of customized and integrated goods and services offerings to be expanded into a more process oriented view, based upon deeper interactions between buyer and seller during the decision cycle.…”

Section: Introductionmentioning

confidence: 99%

“…Because increasingly complex solutions are necessary to succeed in systemic environments, these cannot be created solely by utilising the competences of either singular companies or buyer-seller dyads (achrol and Kotler 1999). Rather, many 'solution strategies' depend on inter-organisational networks, these being increasingly complex multi-company network structures (Möller and halinen 1999;cova and salle 2007). Often, such networks are instigated as a net of companies with the sole purposes of tackling complex problems, i.e.…”

Section: Introductionmentioning

confidence: 99%

Seeking for Solutions within a Project Setting

et al. 2009

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there has been increasing attention focused on the importance of 'solution selling' in the often very close relationships that characterize business-to-business marketing. While an extant predominantly product-centric view of solutions prevails in the literature, this has recently been juxtaposed with a more process-oriented view. We review such a process-oriented solution model briefly, and focus on the managerial challenge of how firms make this process-oriented approach work in practice. We argue that, in parallel to adopting a process-oriented approach, companies also have to focus their attention specifically on how to mobilize the different parties in order to amalgamate the perspectives and orientations between the interacting counterparts. We propose an interaction process model of how this 'collective mind' is achieved, using as an example a study of the United Kingdom's lean aerospace initiative (UK lai), a large project with a specific solution in mind -improving the global competitiveness of the UK's Aerospace industry. We use our model to show how the three main groups of actors (Government bodies, four Universities, and the aerospace companies themselves) interact in their pursuit of co-creating their collective solutions.

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“…Increasingly, the complex nature of nested products requires integration, operation and maintenance services from suppliers. Such expanded contracts are commonly sold alongside CoPS like trains, flight simulators, aircraft engines, mobile phone networks and IT systems (Brusoni, 2005;Cova & Salle, 2007;Davies et al, 2007;Gann & Dodgson, 2010). Thus, network relationships help bring new products to fruition, help to integrate them into larger systems, operate them, and even maintain them, in close working relationships with the customers that bleed across firm boundaries.…”

Section: Networking Capabilitiesmentioning

confidence: 99%

Novel product innovation in project-based firms: explaining innovation where interdependent firms deliver complex system-level outcomes

Ford¹

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Project-based firms (PBFs) are an increasingly important firm type in today's projectdriven world. Over the next two decades, PBFs will transform nearly $60 trillion into complex product systems (CoPS) that comprise the communication, energy, and transportation infrastructure of our modern global economy. In the process, they will participate in a collective technological development process that is iterative, intensely interorganisational, and dominated by their participation in large industry projects. In this environment, PBFs will deliver components, subsystems, and CoPS, some being novel products that are new to the world. These are called CoPS-related novel products.However, the current understanding of how PBFs introduce CoPS-related novel products is lacking. In general, the existing innovation literature does not provide an adequate inter-organisational perspective, which is necessary to explain the development of new The CoPS innovation literature itself remains too focused on the role of large system integrators, and not on the broader network of firms that support innovation. This leaves unscrutinised rest of the 'project-based productive network' of firms delivering products (components, technologies, and subsystems) into the higher-level CoPS. Taken together, the current literature inadequately addresses many factors that are important to novel product innovation in PBFs. Therefore, the central research question this thesis aims to answer is: What factors facilitate PBFs' ability to introduce novel product innovations in environments where interdependent firms deliver complex system-level outcomes?Three specific challenges are imperative to understanding novel product introduction in PBFs. The first relates to the project-based nature of organising, which means that PBFs have contingent opportunities for novel product innovation, depending upon the circumstances of the projects they conduct. This is called the contingent opportunities problem. The second challenge is that PBFs have to ensure that their innovations are compatible with our technologies in their environment. This is called the technological interdependencies problem. The third challenge is that PBFs have enduring interorganisational commitments that extend across the projects they conduct. This is called the enduring relationships problem.ii Novel product innovation in project-based firms Three research studies were designed and conducted to address the three specific challenges. The research is based on survey data collected from PBFs in the Australian upstream oil and gas industry. Study 1 investigates capabilities that PBFs use to overcome the contingent opportunities problems. This study finds that firms use an adaptive problemsolving capability to recognise opportunities within projects, and are reliant on networking capabilities to bring about novel product innovations. Study 2 investigates how PBFs use both inbound and outbound non-pecuniary open innovation practices to resolve technological interdependencies. This stud...

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Introduction to the IMM special issue on ‘Project marketing and the marketing of solutions’ A comprehensive approach to project marketing and the marketing of solutions

Cited by 109 publications

References 28 publications

Market entry strategies to emerging markets: A conceptual model of turnkey project development

Market entry strategies to emerging markets: A conceptual model of turnkey project development

Seeking for Solutions within a Project Setting

Novel product innovation in project-based firms: explaining innovation where interdependent firms deliver complex system-level outcomes

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