This first volume of "Research in Competence-Based Management (RCBM)" signals the launch of a long-awaited outlet for peer-reviewed research papers contributing to advancement of competence-based management theory. Each volume in "RCBM" will be focused on a key aspect of competence theory. The focus in this volume on "The Marketing Process in Organizational Competence" reflects the fundamental market orientation in competence theory's foundational concepts and theoretical development. Papers in this volume explore key aspects of the common conceptual foundations of competence and marketing theories, and help to make clear the great relevance of marketing theory for competence-based management theory and practice, as well as the relevance of competence theory for marketing theory and practice. Papers by authors from both the marketing and competence fields elaborate the nature of the marketing process and clarify the ways in which the marketing process is integral to building and leveraging organizational competences.
Author(s): Ron Sanchez, Jorg Freiling
Edition: 1
Year: 2005
Language: English
Pages: 270
Cover......Page 1
The Marketing Process in Organizational Competence......Page 4
Contents......Page 6
List of Contributors......Page 8
Editors’ Introduction......Page 10
Competence-Based Management and Marketing: Building on a Common Ground for Theory, Research, and Practice......Page 12
Marketing Theory’s Relevance to Competence Theory......Page 13
Competence Theory’s Relevance to Marketing Theory......Page 15
Papers in this Volume......Page 18
Open Questions and On-Going discussions......Page 22
References......Page 24
Relating Customer Value to Strategic Competence: A Discrete Choice Measurement Approach......Page 26
Introduction......Page 27
The Concept of a Competence......Page 28
The Measurement of Competences......Page 31
Competences: Logic for Measurement......Page 33
Data Collection Methodology......Page 35
Analytic Models......Page 38
An Empirical Application of the Methodology: Fast-Food Restaurants......Page 40
Empirical Results......Page 41
Discussion......Page 46
Future Development of the Methodology......Page 48
References......Page 49
Selected Sections of the Customer Survey......Page 52
Selected Sections of the Manager Survey......Page 53
Introduction......Page 58
Value Creation......Page 60
Product/Market Strategy: UPM-Kymmene......Page 66
Designing Value Constellations: Elcoteq Network......Page 68
Mobilizing Productive Knowledge Flows: Nautor......Page 69
Capability Implications of Alternative Forms of Value Creation......Page 71
Designing Value Constellations: Elcoteq Network......Page 75
Mobilizing Productive Knowledge Flows: Nautor......Page 77
Discussion......Page 78
Notes......Page 80
References......Page 81
Managing in Emergence: Capabilities for Influencing the Birth of New Business Fields*......Page 84
Introduction......Page 85
Characteristics of Innovations and the Environment of Emerging Networks......Page 87
Cycles of Technological Change......Page 88
Phases of Network Emergence......Page 89
Synthesis of the Environment of Emerging Business Networks......Page 90
Early Emergence: Exploration for Future Business Options......Page 93
Focusing and Selecting......Page 97
Mid Emergence: Mobilization for Designs and Applications......Page 99
From Emergence to Market Competition: Mobilization for Dissemination......Page 101
Discussion......Page 104
References......Page 105
The Relation between Firms’ Strategic Orientation and Capabilities: What do their Strategic Marketing Plans Tell Us?......Page 110
Introduction......Page 111
Strengths and Weaknesses......Page 112
Opportunities and Threats......Page 113
Strategic Orientation......Page 114
Data Collection and Sample......Page 115
Content Analysis......Page 116
Strategic Orientations......Page 117
Strengths and Weaknesses......Page 118
Opportunities and Threats......Page 122
Strategic Choices......Page 124
Capabilities versus Other Kinds of Resources......Page 125
The Role of Capabilities in SWOT Analyses......Page 126
Opportunities and Threats and Strategic Choices......Page 127
References......Page 129
Mobilising Consumer Competence to Create Technology Transition Paths: The Example of the Nordea Internet Bank......Page 132
Introduction......Page 133
Methodology......Page 135
Innovation in Services......Page 136
Self-service Technologies......Page 137
Adopting the Internet Bank......Page 138
The Problem of Timing......Page 139
The Problem of Managing the Co-Evolutionary Process through the Construction of a Transition Path......Page 140
Distance and Internet Banking at Nordea......Page 141
Merita......Page 143
Nordbanken......Page 144
The Telephone Bank at Nordbanken......Page 145
The Internet Bank at Nordbanken......Page 147
Construction of a Transition Path......Page 150
A Revisit of Normann’s Model – from Adoption to Competence Co-Evolution......Page 152
Notes......Page 153
References......Page 154
Interviews at Nordea......Page 155
Introduction......Page 156
Role of Spatial Closeness in Industrial Service Markets......Page 159
The Concept of Co-Location......Page 160
Case Study 1: MCC’s Industrial Park ’Smartville’......Page 164
Case Study 2: Oracle’s modular software solutions......Page 168
A Combined Resource and Competence Perspective on Co-Location......Page 171
Asset Mass Efficiencies......Page 176
Implications Concerning the Marketing of Industrial Services......Page 177
References......Page 179
Strategic Implications of a Competence-Based Management Approach to Account Management......Page 184
Concepts Behind Account Management......Page 185
What is a Key Account?......Page 189
Key Account: Definitions......Page 190
What is Account Management?......Page 192
Account Management: Definition......Page 193
A Competence Perspective on Account Management......Page 195
Competence Building and Competence Leveraging......Page 196
Strategic Account: Proposed Definition......Page 199
Implications......Page 200
Conclusion and Further Research......Page 202
References......Page 203
Standardization Strategy in Modular and Network Markets: Capabilities and Critical Success Factors in Competences......Page 208
Introduction......Page 209
The Dimensions of Standardization Strategy......Page 212
Second Sourcing......Page 216
Attracting the Suppliers of Complementary Goods......Page 217
Timing......Page 218
Form of Cooperation......Page 219
The Empirical Study......Page 220
Critical Success Factors for Standardization Strategy......Page 221
Second Sourcing......Page 226
Influencing Forecasts of Future Sales......Page 231
Price Commitment......Page 232
Ex-post Standardization......Page 233
Sponsoring Alliances......Page 234
Critical Capabilities for Successful Standardization Strategy......Page 235
Conclusions......Page 240
Notes......Page 243
References......Page 244
Modular Design as a Key Capability for Creating Future Products Under Uncertainty......Page 248
Introduction......Page 249
Modular Design Capability......Page 250
Research Questions and Proposed Approach......Page 252
Analysis of Appropriateness of Modular Designs......Page 255
Evaluation of Degree of Modularity......Page 256
Function-Based Design......Page 258
Construction of the Product-Scenario Matrix......Page 260
Determining Appropriateness to Modularity and Degree of Modularity......Page 264
Scenario 1: Biological Complexity......Page 265
Scenario 2: Provocative......Page 266
Market Needs and Corresponding Product Characteristics Emerging from Biological Diversity Scenario......Page 267
Needs and Corresponding Product Characteristics Emerging from the Reign of Mechanics Scenario......Page 268
Needs and Corresponding Product Characteristics Emerging from the Tiny-Mini Scenario......Page 269
The Modular Design Process......Page 270
The Product-Scenario Matrix......Page 273
References......Page 278
