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Kindström, Daniel
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Brege, H. & Kindström, D. (2019). Exploring proactive market strategies. Industrial Marketing Management
Open this publication in new window or tab >>Exploring proactive market strategies
2019 (English)In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062Article in journal (Refereed) In press
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, 2019
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: 2019-10-31Bibliographically 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: 2019-10-09
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: 2019-04-01Bibliographically 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
Kienzler, M., Kindström, D. & Kowalkowski, C. (2018). The effect of price partitioning on customer perceived value.. In: : . Paper presented at ISBM Academic Conference 2018, MIT Sloan School of Management, 8-9 August 2018, Boston; 08/2018.
Open this publication in new window or tab >>The effect of price partitioning on customer perceived value.
2018 (English)Conference paper, Oral presentation only (Refereed)
National Category
Applied Psychology Business Administration
Identifiers
urn:nbn:se:liu:diva-154790 (URN)
Conference
ISBM Academic Conference 2018, MIT Sloan School of Management, 8-9 August 2018, Boston; 08/2018
Available from: 2019-02-26 Created: 2019-02-26 Last updated: 2019-04-03
Kindström, D., Ottosson, M. & Carlborg, P. (2018). Unraveling firm-level activities for shaping markets. Industrial Marketing Management, 68, 36-45
Open this publication in new window or tab >>Unraveling firm-level activities for shaping markets
2018 (English)In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 68, p. 36-45Article in journal (Refereed) Published
Abstract [en]

As the marketing literature increasingly construes markets as malleable entities, research studies of ‘marketshaping’strategies have gained increasing attention in recent years. Those are proactive, deliberate initiativeswhich a firm takes with the aim of re-shaping an operating environment comprising direct customers, customers'customers, and other actors such as its competitors. Our study derives a theoretical framework for marketshapingfrom the existing literature and an in-depth case study of one market-leading firm in the steel industry,which has been working actively in the shaping of a market. Analysis of the responses of a range of experiencedexecutive staff to unstructured and semi-structured interviews shows, among other things, that in order to shapethe market, the firm performed many individual and aggregated activities at three levels of influence – system,market offer and technology – with various actors in the market in focus. These findings are the basis of aproposed activity framework for the proactive shaping of a market: that is, what firms can do in order to shapean existing market, drive growth and create sustainable competitive advantage.

Place, publisher, year, edition, pages
Elsevier, 2018
Keywords
Market shaping, Market strategy, Market innovation, Practice, Case study
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-143227 (URN)10.1016/j.indmarman.2017.09.003 (DOI)000424310200004 ()2-s2.0-85029586626 (Scopus ID)
Projects
Custoval
Available from: 2017-11-27 Created: 2017-11-27 Last updated: 2018-03-02Bibliographically approved
Brege, H. & Kindström, D. (2017). Extending Market Orientation: Developing Proactive Strategies for Increased Performance. In: : . Paper presented at 2017 CBIM Academic Workshop.
Open this publication in new window or tab >>Extending Market Orientation: Developing Proactive Strategies for Increased Performance
2017 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Recent research shows that firms implementing market orientation often exhibit above average business performance (Kumar et al., 2011). The core of the market orientation concept is the idea that firms create superior business performance by focusing on delivering superior customer value (Narver & Slater, 1990), which requires extensive gathering, as well as organizational dissemination, of market intelligence. However, the market environments for most firms are becoming increasingly more complex, through e.g. globalization, shorter product life-cycles, faster imitation cycles, and more fickle customers, just to mention a few influencing factors. Day (2011) describes the need for firms to become more vigilant and develop so-called adaptive capabilities, which refers to becoming better at discovering market developments earlier and being better prepared to respond and adapt to them, i.e. becoming more proactive in managing the market. Thus, market orientation in a more competitive environment must be complemented by even more refined, and proactive, approaches to the market, mirroring results by Frösén et al. (2016), who find that market orientation is a necessary, but not sufficient condition for high business performance. This points towards the need for an extended view of market orientation and proactiveness.

Proactiveness in itself is, however, not a magic bullet for managing increasing market complexity and improving business performance; for example, Chan (2006) demonstrates how the performance of proactive actions is heavily moderated by the degree of awareness of the situation, which also is indicated by Day’s (2011) focus on the need for vigilance and organizational learning. Thus, firms must find the appropriate way to be proactive in order to match their situation, likely requiring different capabilities for different firms.

This paper uses a contingency approach to investigate key factors, both internal and external, as firms reach for proactivity as a way to drive performance. The research is based on qualitative case studies of a number of Swedish firms in highly competitive environments that have been employing proactive market strategies to successfully improve business performance. The cases will be used to identify key factors, such as capabilities and business practices that have been important for these firms in becoming successful in their proactive approaches, and to identify the key challenges they have faced in doing so. The aim is to explore in what ways increased proactiveness in the market strategy of a firm can be used to improve business performance, and to investigate what factors have been deciding in enabling the firm to achieve such success.

The preliminary analyses point toward two things in particular. First, the need for a clear, long-term strategy that provides guidance for managers and salespersons regarding how to work towards future goals, including the need for a well-developed market sensing. Second, the need to build good, long-term relationships, not only with customers, but also with potential customers and various institutional actors is emphasized.

National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-157470 (URN)
Conference
2017 CBIM Academic Workshop
Available from: 2019-06-13 Created: 2019-06-13 Last updated: 2019-06-14
Ottosson, M. & Kindström, D. (2016). Exploring Proactive Niche Market Strategies in the Steel Industry: Activities and Implications. Industrial Marketing Management, 55(2016), 119-130
Open this publication in new window or tab >>Exploring Proactive Niche Market Strategies in the Steel Industry: Activities and Implications
2016 (English)In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 55, no 2016, p. 119-130Article in journal (Refereed) Published
Abstract [en]

The literature has often proposed a niche market strategy as the means by which producers of commodity-based products (e.g. steel, pulp and paper, and petrochemicals) can counter increasing competition, particularly from low-cost, low-price competitors. That strategy has primarily been viewed as defensive, i.e. the weaker producer builds protective barriers around its product to fend off competition. This paper proposes, on the contrary, that niche marketing can also be used as a proactive, or even aggressive, strategy to enable a firm to outperform competitors in both profitability and growth. The use of a proactive niche market strategy in practice is examined in case studies of three global Swedish steel firms that have achieved above-average profitability over time. We propose, as a result of our analysis, the concept of the proactive niche market strategy as one that employs a mix of five key activities: focusing on the customers' customers; making the effort to become a preferred supplier early in the process; interacting with customers at multiple levels; extending the product offering by adding services; and focusing on the development of “adjacent” products, markets, and applications.

Place, publisher, year, edition, pages
Elsevier, 2016
Keywords
Niche marketing, Proactive niche market strategy, Activities, Steel industry, Case studies
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-128102 (URN)10.1016/j.indmarman.2015.08.003 (DOI)000377317800012 ()
Projects
CustoVal - ”World-class customer value”
Funder
VINNOVA
Note

Funding agencies;The authors are indebted to three anonymous reviewers for insightful comments and to Keith Crosier for his patient and invaluable editing services. Finally, the authors gratefully acknowledge the financial support from the Swedish Governmental Agency for Innovation Systems (Vinnova).

Available from: 2016-05-17 Created: 2016-05-17 Last updated: 2017-05-19
Kindström, D. & Ottosson, M. (2016). Identifying enabling mechanisms for the implementation of market orientation. In: Extending Value Through Product, Service and Platform Innovations: . Paper presented at 2016 CBIM Academic Workshop (Bilbao) June 29, 30 and July 1, 2016 · Bilbao (Spain) (pp. 1-27).
Open this publication in new window or tab >>Identifying enabling mechanisms for the implementation of market orientation
2016 (English)In: Extending Value Through Product, Service and Platform Innovations, 2016, p. 1-27Conference paper, Oral presentation only (Refereed)
Abstract [en]

A focus on market orientation in order to improve firm performance has during the last decades been both well, and widely, accepted as a necessity for remaining competitive. Even though the concept has been the focus of much research, recent studies suggest that practitioners find it difficult to interpret the market orientation concept and, subsequently, find it hard to implement in their organizations. The actual implementation of market orientation is also a relatively unexplored area within marketing. The majority of research around market orientation has instead tended to focus on other issues such as to measure and link performance to the development of the actual concept rather than implementation aspects and processes.This article identifies four enabling mechanisms for the implementation of market orientation. It forwards a framework to advance understanding of the actual implementation and effects of market orientation. The framework – consisting of issues focusing on effects on an internal, a customer, and a market level – aims to increase the understanding of how a successful implementation of market orientation can be achieved.Findings are developed through an in-depth longitudinal case study of a B2B firm implementing market orientation. As such, the findings are well grounded in, and provide insights into, managers’ real challenges, as well as offering opportunities to generate new insights for academia. By studying the market orientation implementation process, four mechanisms that enable the implementation is, among other things, identified; 1) Top management as a change champion, 2) A coordinating ICT platform, 3) The redesign of the offering structure (portfolio), and 4) A multi-layered organizational structure.

Keywords
Market orientation, Implementation, B2B, Mechanisms, Case study
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-140763 (URN)
Conference
2016 CBIM Academic Workshop (Bilbao) June 29, 30 and July 1, 2016 · Bilbao (Spain)
Projects
Custoval
Funder
VINNOVA
Available from: 2017-09-12 Created: 2017-09-12 Last updated: 2017-09-21Bibliographically approved
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