Marketing solutions in accordance with the S-D logic: Co-creating value with customer network actors

Covà, Bernard; Salle, Robert

doi:10.1016/j.indmarman.2007.07.005

Cited by 335 publications

(238 citation statements)

References 21 publications

(24 reference statements)

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“…On the other hand, Cova and Salle (2008) argue that more recent solutions approaches, recognising solutions as co-created by the supplier and the customer, have diverged significantly from the systems selling strategies developed in the 1970s.…”

Section: Take Inmentioning

confidence: 98%

Solutions offerings: a critical review and reconceptualisation

Nordin

Kowalkowski

2010

Journal of Service Management

229

208

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Purpose -To offer a critical analysis of the literature of solutions offerings; to provide a new conceptual framework, incorporating dimensions that can distinguish between different kinds of solutions, and connect their different characteristics.Design/Methodology/Approach -A critical review of the relevant literature, both 28 contributions identified in a search of three major databases and a range of other published work for the broader perspective, illustrated by real-world examples.Findings -There is no unanimous and rigorous definition of solutions, but rather a number of often broad and generic descriptions that could be applied to a wide array of different offerings, if not generically.Research Limitations/Implications -The sample of subject-specific contributions to the literature may not have been sufficient, and a wider selection of keywords to identify them might have captured a richer variety of concepts and opinions.Originality/Value -This structured and critical review contributes to the literature on services and solutions, by developing a conceptual framework as a basis for future studies and current management strategy.

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Section: Take Inmentioning

confidence: 98%

Solutions offerings: a critical review and reconceptualisation

Nordin

Kowalkowski

2010

Journal of Service Management

229

208

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“…Page and Siemplenski (1983, p. 89) also related systems marketing to developments within general marketing, arguing that product firms "are turning to the marketing of systems to satisfy the more extended and complex needs of their customers". Even though they did not expand this discussion further, it is closely related to more recent debates (Cova & Salle, 2008;Windahl & Lakemond, 2006;2010), linking solutions to the service marketing discourse of the Nordic School of Marketing and the emphasis on longterm relationships (Grönroos, 2011;Gummesson, 1994;Normann, 2001), and a servicedominant view on value (Vargo & Lusch, 2004). Arguably, system selling now extends beyond solving customers' operational problems to include more strategic forms of marketing, based on so-called 'solution selling' (Davies et al, 2007;Helander & Möller, 2008).…”

Section: Back To the Roots: Systems Selling And Industrial Marketingmentioning

confidence: 99%

What service transition? Rethinking established assumptions about manufacturers' service-led growth strategies

Kowalkowski

Windahl

Kindström

et al. 2015

Industrial Marketing Management

258

276

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Research highlights• We challenge the established service transition assumption• We identify 3 service growth trajectories: becoming an availability provider; a performance provider; and an industrializer• Firms should generally downsize and standardize solutions, thus being able to offer them to a greater number of customers• Firms concurrently hold a number of system supplier roles rather than transferring from one role to another• We present a strong platform for further examination of theoretical and managerial implications of the study AbstractBoth academics and practitioners emphasize the importance for product firms of implementing service-led growth strategies. The service transition concept is well established, namely a unidirectional repositioning along a product-service continuum-from basic, product-oriented services towards more customized, process-oriented ones-ultimately leading to the provision of solutions. We challenge this service transition assumption and develop alternative ones regarding how product firms should pursue service-led growth.Using 'problematization methodology', and drawing on findings from thirteen system suppliers, we identify three service-led growth trajectories: (1) becoming an availability provider, which is the focus of most transition literature; (2) becoming a performance provider, which resembles project-based sales and implies an even greater differentiation of what customers are offered; and, (3) becoming an 'industrializer', which is about standardizing previously customized solutions to promote repeatability and scalability. Based on our critical inquiry, we develop two alternative assumptions: (a) firms need to constantly balance business expansion and standardization activities; and (b) manage the co-existence of different system supplier roles. Finally, we consider the implications for implementing service-led growth strategies of the alternative assumptions.

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“…From a soft point of view, resources are focused on value for customers and concerns organizational resources from "sales and marketing, design, procurement, manufacturing, logistics and warehousing, human resources, administration and customer support to understand where this value is created, retained and lost by operations within a firm and up and down the value chain" (Brennan et al, 2015(Brennan et al, , p.1265. Resources relevant to a manufacturing strategy are, therefore, quite broad because they fuel competitiveness, such as the ability to price new offerings based on risk/reward (Cova and Salle, 2008), integrate products into customer systems (Brax and Jonsson, 2009), and develop new processes (Paiola et al, 2013) among others (e.g., Raddats et al, 2017). Hard levers relate specifically to equipment and plant.…”

Section: What Resources Should Be Orchestrated As Part Of a Manufactumentioning

confidence: 99%

Strategy, operations, and profitability: the role of resource orchestration

Hughes

Hodgkinson

Elliott

et al. 2018

IJOPM

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Citation: HUGHES, P. ... et al, 2018. Strategy, operations, and profitability:The role of resource orchestration.International Journal of Operations and Production Management, 38 (4), pp.1125-1143.Additional Information:• AbstractPurpose -Developing and implementing strategies to maximize profitability is a fundamental challenge facing manufacturers. The complexity of orchestrating resources in practice has been overlooked in the operations field and it is now necessary to go beyond the direct effects of individual resources and uncover different resource configurations that maximize profitability.Design/methodology/approach -Drawing on a sample of US manufacturing firms, multiple regression analysis (MRA) and fuzzy-set Qualitative Comparative Analysis (fsQCA) are performed to examine the effects of resource orchestration on firm profitability over time. By comparing the findings between analyses, the study represents a move away from examining the net effects of resource levers on performance alone. Findings -The findings characterize the resource conditions for manufacturers' high performance, and also for absence of high performance. Pension and retirement expense is a core resource condition with R&D and SG&A as consistent peripheral conditions for profitability.Moreover, although workforce size was found to have a significant negative effect under MRA, this plays a role in manufacturers' performance as a peripheral resource condition under fsQCA.Originality/value -Accounting for different resource deployment configurations, this study deepens knowledge of resource orchestration and presents findings that enable manufacturers to maximize profitability. An empirical contribution is offered by the introduction of a new method for examining manufacturing strategy configurations: fsQCA.

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Marketing solutions in accordance with the S-D logic: Co-creating value with customer network actors

Cited by 335 publications

References 21 publications

Solutions offerings: a critical review and reconceptualisation

Solutions offerings: a critical review and reconceptualisation

What service transition? Rethinking established assumptions about manufacturers' service-led growth strategies

Strategy, operations, and profitability: the role of resource orchestration

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