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Kindström, Daniel
Publications (10 of 80) Show all publications
Brege, H., Lundin, L. & Kindström, D. (2022). Multiactor touchpoints in the customer journey. In: : . Paper presented at EMAC Annual Conference 2022, 24-27 May, 2022.
Open this publication in new window or tab >>Multiactor touchpoints in the customer journey
2022 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

This paper explores how B2B firms can manage the value creation process at multi-actor touchpoints in the customer journey. We argue that B2B firms can benefit from opening up their touchpoints to multi-actor interactions between the customer, firm, partners and other customers, answering recent calls for broadening the scope of customer journeys to also include such multi-actor touchpoints. In our research we perceive the value creating process as the actors, activities and resources involved in the emergence of value through the customer journey. An ecosystem perspective is adopted to increase understanding of how firms can enhance the value creating process through the B2B customer journey. By empirically examining an industrial ecosystem, our tentative findings point towards the importance of balancing the number of touchpoints as well as designing touchpoints depending on the customer’s needs and requirements to manage the value creation process. 

Keywords
customer journeys, value creation process, multi-actor touchpoints
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-191293 (URN)
Conference
EMAC Annual Conference 2022, 24-27 May, 2022
Available from: 2023-01-25 Created: 2023-01-25 Last updated: 2023-02-03Bibliographically approved
Kindström, D., Kowalkowski, C. & Parment, A. (2021). Business marketing: managing value creation (1ed.). Lund: Studentlitteratur AB
Open this publication in new window or tab >>Business marketing: managing value creation
2021 (English)Book (Other academic)
Abstract [en]

Business Marketing delivers comprehensive coverage of the theory and practice needed to understand today’s fast-paced B2B markets and how to act on them. Being able to navigate on contemporary markets and include marketing in firm strategy is becoming a key capability for successful firms. The book reflects the latest trends and issues and incorporates recent research insights on how to manage value creation and build competitive advantage. Key concepts, such as value propositions and customer relationships, are discussed and explored as well as illustrated through a rich set of examples from various industries. Business Marketing provides an excellent guide to B2B marketing for students and practitioners alike.

Place, publisher, year, edition, pages
Lund: Studentlitteratur AB, 2021. p. 248 Edition: 1
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-172381 (URN)9789144141633 (ISBN)
Available from: 2021-01-08 Created: 2021-01-08 Last updated: 2021-01-15Bibliographically approved
Sandberg, E., Kindström, D. & Haag, L. (2021). Delineating interorganizational dynamic capabilities: A literature review and a conceptual framework. Journal of Inter-Organizational Relationships, 27(3-4), 98-113
Open this publication in new window or tab >>Delineating interorganizational dynamic capabilities: A literature review and a conceptual framework
2021 (English)In: Journal of Inter-Organizational Relationships, ISSN 2694-3980, Vol. 27, no 3-4, p. 98-113Article in journal (Refereed) Published
Abstract [en]

Extant literature on dynamic capabilities hints at the possibility of a wider scope than merely the firm, beyond the individual firm boundary, and thus the existence of interorganizational dynamic capabilities (IDCs). Although IDCs have been acknowledged as a source for sustainable competitive advantage, research on these capabilities remains fragmented and unstructured. Therefore, the purpose of this article is to develop a conceptualization of interorganizational dynamic capabilities. Based on a systematic literature review, a framework with four types of IDCs distinguished by their different locus of control and beneficiary is presented. For each type, the overarching capability themes of orchestration of network resources and governing of network members are described. The article provides a classification of IDCs that avoids comparing ?apples and oranges.? It also elaborates on dynamic capabilities that exist beyond the control of a single firm, and their relationship to other firm-based types of IDCs.

Place, publisher, year, edition, pages
Routledge, 2021
Keywords
Dynamic capabilities, network, ecosystem, supply chain, interorganizational development, orchestration
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-178828 (URN)10.1080/26943980.2021.1939224 (DOI)000794997100004 ()
Available from: 2021-08-31 Created: 2021-08-31 Last updated: 2022-08-24Bibliographically approved
Flaig, A., Kindström, D. & Ottosson, M. (2021). Market-shaping phases: a qualitative meta-analysis and conceptual framework. AMS Review, 11, 354-374
Open this publication in new window or tab >>Market-shaping phases: a qualitative meta-analysis and conceptual framework
2021 (English)In: AMS Review, ISSN 1869-814X, Vol. 11, p. 354-374Article in journal (Refereed) Published
Abstract [en]

This study explores the potential existence of reoccurring patterns in market-shaping processes by employing a qualitative meta-analysis to analyze 79 case studies on market-shaping. Through the evidence-based synthesis of qualitative data, we extract 20 generalized market-shaping activities that inform and form the foundation of a three-phased market-shaping process. This conceptual framework divides the market-shaping process into the phases of infusion, formation and retention. By applying our conceptual framework to the qualitative dataset, we explore the presence of market-shaping phases and provide further insights into the interdependences and dynamics between multiple, simultaneously occurring, market-shaping processes. By providing a structured market-shaping process, we attempt to reduce the overall complexity of the market-shaping phenomenon and facilitate the operationalization of the phenomenon for further market-shaping research. Additionally, our conceptualization provides practitioners with a framework to analyze the market-shaping efforts of other market actors and support the design of their own market-shaping strategies.

Place, publisher, year, edition, pages
Springer, 2021
Keywords
markets, market-shaping, market creation, market strategy
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-182124 (URN)10.1007/s13162-021-00213-z (DOI)2-s2.0-85121524591 (Scopus ID)
Note

Funding: Open access funding provided by Linköping University. The authors acknowledge the financial support of Riksbankens Jubileumsfond (The Swedish Foundation for Humanities and Social Sciences) (research grant number: P18-0588–1).

Available from: 2022-01-03 Created: 2022-01-03 Last updated: 2023-04-11Bibliographically approved
Flaig, A., Kindström, D. & Ottosson, M. (2021). Market-shaping strategies: A conceptual framework for generating market outcomes. Industrial Marketing Management, 96, 254-266
Open this publication in new window or tab >>Market-shaping strategies: A conceptual framework for generating market outcomes
2021 (English)In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 96, p. 254-266Article in journal (Refereed) Published
Abstract [en]

We identify four market-shaping strategies and their related activities that enable a focal market actor to work towards specific market outcomes. The conceptual framework provides firms with a tool for choosing specific market-shaping strategies depending on their market-shaping intention (offensive/defensive) and perception of a market's stability (stable/unstable). Accordingly, and in line with market-shaping literature, the four market-shaping strategies enable a firm to widen, reduce, maintain, or disrupt a market. Whereas previous market-strategy conceptualizations emphasized firm-level outcomes, the four identified market-shaping strategies focus on market outcomes and encompass a more comprehensive understanding of the impact of a firm's strategic actions on a market. Thereby, this study offers new perspectives on the implementation of market strategies in the context of markets as complex adaptive systems. By exemplifying the four market-shaping strategies using four industry cases, we illustrate how market-shaping strategies can appear in practice and demonstrate how firms can strategically leverage and steer market processes to their advantage.

Place, publisher, year, edition, pages
Elsevier, 2021
Keywords
Market shaping, Market driving, Market strategy, Competitive advantage
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-177235 (URN)10.1016/j.indmarman.2021.06.004 (DOI)000669489500021 ()2-s2.0-85108123215 (Scopus ID)
Funder
Riksbankens Jubileumsfond, P18-0588:1
Note

Funding: Riksbankens Jubileumsfond [P180588:1]

Available from: 2021-06-23 Created: 2021-06-23 Last updated: 2023-04-11Bibliographically approved
Brege, H. & Kindström, D. (2020). Exploring proactive market strategies. Industrial Marketing Management, 84, 75-88
Open this publication in new window or tab >>Exploring proactive market strategies
2020 (English)In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 84, p. 75-88Article in journal (Refereed) Published
Abstract [en]

Proactivity is an important driver of firm performance and for the creation of customer value on business-to-business markets. It is however not entirely clear what it is proactive firms actually do to achieve success. By investigating proactive firms' market strategies, i.e. the sets of activities they perform in order to create superior customer value, a holistic overview of the activities involved in proactive market strategies is provided. Through a case study of five proactive firms, proactive activities are identified. Using three strategic orientations—customer, competition, and innovation orientation—unique proactivity profiles are created, reflecting the patterns in the identified proactive activities. Through these profiles, three overarching proactive market strategies are forwarded: market shaping, customer engagement, and innovation leadership. These are proposed to act as generic proactive market strategies, representing coordinated proactive activities driven by multiple strategic orientations and aimed at creating customer value. These generic strategies help us understand of the role of proactivity in crafting high-performing market strategies by representing different routes to success.

Place, publisher, year, edition, pages
Elsevier, 2020
Keywords
Market strategy, Proactivity, Strategic orientations, Case study, Business-to-business marketing
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-157466 (URN)10.1016/j.indmarman.2019.05.005 (DOI)2-s2.0-85066286146 (Scopus ID)
Funder
Riksbankens Jubileumsfond, P18-0588:1
Available from: 2019-06-13 Created: 2019-06-13 Last updated: 2020-10-29Bibliographically approved
Brege, H. & Kindström, D. (2019). How to Be Proactive? High-Performing Configurations of Proactivity and Market Strategies. In: : . Paper presented at 48th EMAC Annual Conference.
Open this publication in new window or tab >>How to Be Proactive? High-Performing Configurations of Proactivity and Market Strategies
2019 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Research into market orientation and market shaping shows the potential of proactive firm behavior in achieving superior firm performance. However, these rely on an implicit definition of proactivity, making it difficult to understand the exact role of proactivity in strengthening performance. This study will investigate the role of proactivity in enabling superior firm performance through firms’ market strategies, i.e. understanding how proactive market strategies create success. First, proactivity is delineated into three proactive characteristics: being future-oriented, taking the initiative, and creating change, thus providing a more nuanced view. By using fuzzy-set qualitative comparative analysis, this study then will investigate the configurations of different forms of proactivity and market strategies that consistently lead to high performance. Thus, the study will provide a starting point for future studies into the impact of proactivity in strategic marketing.

National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-157468 (URN)
Conference
48th EMAC Annual Conference
Available from: 2019-06-13 Created: 2019-06-13 Last updated: 2019-06-13
Sandberg, E., Kindström, D. & Haag, L. (2019). Interorganisational dynamic capabilities in supply chains - A conceptual framework. In: : . Paper presented at The 24th annual International Symposium on Logistics (ISL), 15-17 July, Wurzburg, Germany.
Open this publication in new window or tab >>Interorganisational dynamic capabilities in supply chains - A conceptual framework
2019 (English)Conference paper, Oral presentation with published abstract (Other academic)
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-160821 (URN)
Conference
The 24th annual International Symposium on Logistics (ISL), 15-17 July, Wurzburg, Germany
Available from: 2019-10-09 Created: 2019-10-09 Last updated: 2022-08-24
Kienzler, M., Kindström, D. & Brashear-Alejandro, T. (2019). Value-based selling: a multi-component exploration. Journal of business & industrial marketing, 34(2), 360-373
Open this publication in new window or tab >>Value-based selling: a multi-component exploration
2019 (English)In: Journal of business & industrial marketing, ISSN 0885-8624, E-ISSN 2052-1189, Vol. 34, no 2, p. 360-373Article in journal (Refereed) Published
Abstract [en]

Purpose

This paper aims to investigate factors that affect the use of value-based selling and the subsequent influences on salespeople’s sales performance.

Design/methodology/approach

Industrial salespeople from five steel manufacturers were surveyed. Scales measure three components of value-based selling: comprehension, crafting and confirmation. Partial least squares path analysis tested the conceptual model.

Findings

Salespeople’s learning orientation has the greatest impact on the use of value-based selling. Managerial support exerts a positive effect on crafting. Salespeople’s experience has a positive impact on comprehension and confirmation. The implementation of value-based selling has a positive effect on sales performance.

Research limitations/implications

The research is cross-sectional, with a small sample size (n = 60). The data were collected from a single source (i.e. salespeople).

Practical implications

The results suggest that value-based selling is a multi-component sales process that requires balancing managerial actions among individual and organizational factors.

Originality/value

This paper presents a broad evaluation of measures and assessments of value-based selling in business-to-business sales settings. The findings provide new elaborations on the theoretical and practical implications of value-based selling and reveal which individual and organizational factors affect the usage of value-based selling.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2019
Keywords
Manufacturing, Experience, Value-based selling, Learning orientation, Managerial support
National Category
Applied Psychology Business Administration
Identifiers
urn:nbn:se:liu:diva-154789 (URN)10.1108/JBIM-02-2017-0037 (DOI)000460932300007 ()2-s2.0-85054882577 (Scopus ID)
Note

Funding agencies: Torsten Soderbergs Stiftelse, Sweden [E24/14]; Swedish innovation agency (VINNOVA)

Available from: 2019-02-26 Created: 2019-02-26 Last updated: 2020-06-05Bibliographically approved
Brege, H. & Kindström, D. (2018). Exploring Proactiveness in Market Strategies: A Market-Oriented Perspective. In: : . Paper presented at 47th EMAC Annual Conference.
Open this publication in new window or tab >>Exploring Proactiveness in Market Strategies: A Market-Oriented Perspective
2018 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Being proactive in the approach to the market has been linked to higher business performance. It is still relatively unclear, however, exactly what market activities that a firm perform in order to achieve this proactivity. The goal of this research is to explore how successful proactive firms use proactiveness in their market strategies in order to achieve higher business performance. By using a qualitative case study approach, this study takes a starting point in five successfully proactive Swedish firms and how they develop their proactive market strategies. Findings indicate three proactive themes seen in the firms; proactiveness through customer engagement, through market shaping, and through innovation leadership. The main contributions of the study are (1) a description of how firms use proactiveness to achieve success, (2) a starting point for more detailed studies of proactiveness, and (3) insight for managers as to how to apply proactiveness in their firms.

National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-157469 (URN)
Conference
47th EMAC Annual Conference
Available from: 2019-06-13 Created: 2019-06-13 Last updated: 2019-06-13
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