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Öberg, Christina
Publications (10 of 53) Show all publications
Öberg, C. (2011). The core customer concept. Service Industries Journal, 31(16), 2677-2692
Open this publication in new window or tab >>The core customer concept
2011 (English)In: Service Industries Journal, ISSN 0264-2069, E-ISSN 1743-9507, Vol. 31, no 16, p. 2677-2692Article in journal (Refereed) Published
Abstract [en]

The purpose of this paper is to define and discuss the core-customer concept. This concept examines how a company develops its operations around a single or only a few customers. The customer steers what products and services the supplier develops, which means that it is the customer that dictates the supplier's operations. The core-customer concept may be one method for designing a company's operations, but the paper also aims to challenge companies to consider how they think about customers. The paper contributes to research on customer value and extended service offerings by indicating a business-development strategy based on the customer rather than the supplier's operations. Building a company around a single customer, requires flexibility and competences in finding collaboration partners or in adjusting the organisation to new requirements. The paper refers to these as secondary/supporting competences, while the core competence upon which the company builds its operation is the customer.

Keywords
core customer; service offering; core competence; resource-based view; case study
National Category
Social Sciences
Identifiers
urn:nbn:se:liu:diva-63128 (URN)10.1080/02642069.2010.511186 (DOI)000298924300005 ()
Available from: 2010-12-12 Created: 2010-12-12 Last updated: 2017-12-11
Nordin, F., Öberg, C., Kollberg, B. & Nord, T. (2010). Building a new supply chain position: an exploratory study of companies in the timber housing industry. Construction Management and Economics, 28(10), 1071-1083
Open this publication in new window or tab >>Building a new supply chain position: an exploratory study of companies in the timber housing industry
2010 (English)In: Construction Management and Economics, ISSN 0144-6193, Vol. 28, no 10, p. 1071-1083Article in journal (Refereed) Published
Abstract [en]

Innovation is an important source of growth for many companies. It is also challenging, as it may require that the companies build a new position in the supply chain. The literature is devoid of analysis of different ways to build such positions in the construction industry. The purpose here is to explore the challenges involved in implementing innovations that require companies to establish new positions in a construction supply chain. Three in-depth case studies in the Swedish timber housing industry illustrate different challenges that arise with the different modes of repositioning of organic growth, collaboration and acquisition, and with moving either backward or forward in the supply chain. Organic growth is a slow process that prevents companies from taking a first-mover advantage. Acquisitions can involve difficulties with exploiting acquired competences. Collaboration brings the risks of diversity of interests and transient solutions. Furthermore, and as shown in the cases studied, challenges are associated with pre-existing competencies and relationships, with technology-oriented companies facing customer-related difficulties and market-oriented companies mainly facing ones involving technological solutions. The construction industry's idiosyncrasies amplify these challenges, as its fragmentation makes it difficult to connect with external companies at new positions. Stronger ties with business partners are likely to enable construction companies to exploit more easily innovations that require repositioning in the supply chain.

Keywords
Innovation; supply chain management; case study; Sweden
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-60635 (URN)10.1080/01446193.2010.494680 (DOI)
Available from: 2010-10-21 Created: 2010-10-21 Last updated: 2010-11-09
Öberg, C. (2010). Co-ordinating for Creativity. In: : . Paper presented at 20th Nordic Workshop on Interorganizational Research, The Sandbjerg Estate, Denmark, August 16-18, 2010.
Open this publication in new window or tab >>Co-ordinating for Creativity
2010 (English)Conference paper, Published paper (Other academic)
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-63123 (URN)
Conference
20th Nordic Workshop on Interorganizational Research, The Sandbjerg Estate, Denmark, August 16-18, 2010
Available from: 2010-12-12 Created: 2010-12-12 Last updated: 2014-03-14Bibliographically approved
Öberg, C. (2010). Customer roles in innovations. In: K R E Huizingh; et al (Ed.), The Dynamics of Innovation: Proceedings. Paper presented at XXI ISPIM Conference, Bilbao, Spain, 6-9 June 2010. Bilbao, Spain: International Society for Professional Innovation Management (ISPIM)
Open this publication in new window or tab >>Customer roles in innovations
2010 (English)In: The Dynamics of Innovation: Proceedings / [ed] K R E Huizingh; et al, Bilbao, Spain: International Society for Professional Innovation Management (ISPIM) , 2010Conference paper, Published paper (Other academic)
Abstract [en]

The purpose of this paper is to discuss and classify the roles of customers in innovations. In literature on innovations, customers have been increasingly emphasised as a source for innovations and also in how they help developing ideas in their early phases. This paper exemplifies various customer roles in innovations through three case studies. These describe the customer as initiator, as co-producer and as central party for business development. Through using role theory to discuss customers in innovations, it becomes explicit how customers may act their traditional roles, add roles or transfer to new roles beyond the scope of being a customer. Furthermore, the paper shows that customer roles change during the innovation process, from added or transferred roles in early phases to more traditional ones i later phases of the innovation process

Place, publisher, year, edition, pages
Bilbao, Spain: International Society for Professional Innovation Management (ISPIM), 2010
National Category
Social Sciences
Identifiers
urn:nbn:se:liu:diva-63125 (URN)978-952-214-926-8 (ISBN)
Conference
XXI ISPIM Conference, Bilbao, Spain, 6-9 June 2010
Available from: 2010-12-12 Created: 2010-12-12 Last updated: 2014-05-23Bibliographically approved
Öberg, C. (2010). Customer roles in innovations. International Journal of Innovation Management, 14(6), 989-1011
Open this publication in new window or tab >>Customer roles in innovations
2010 (English)In: International Journal of Innovation Management, ISSN 1363-9196, E-ISSN 1757-5877, Vol. 14, no 6, p. 989-1011Article in journal (Refereed) Published
Abstract [en]

The purpose of this paper is to discuss and classify the roles of customers in innovations. In literature on innovations, customers have been increasingly emphasised as a source for innovations and also in how they help develop ideas in their early phases. This paper exemplifies various customer roles in innovations through three case studies. These describe the customer as initiator, as co-producer and as inspiration for business development. Through using role theory to discuss customers in innovations, it becomes explicit how customers may play their traditional roles, add roles or transfer to new roles beyond the scope of being a customer. Furthermore, the paper shows that customer roles change during the innovation process from added or transferred towards more traditional ones.

Place, publisher, year, edition, pages
London, UK: Imperial College Press, 2010
Keywords
Innovation; customer; role; phase
National Category
Social Sciences
Identifiers
urn:nbn:se:liu:diva-63127 (URN)10.1142/S1363919610002970 (DOI)
Available from: 2010-12-12 Created: 2010-12-12 Last updated: 2017-12-11Bibliographically approved
Öberg, C. (2010). Customers affecting M&A integration. In: Proceedings from EURAM, Rome. Paper presented at EURAM.
Open this publication in new window or tab >>Customers affecting M&A integration
2010 (English)In: Proceedings from EURAM, Rome, 2010Conference paper, Published paper (Refereed)
National Category
Social Sciences
Identifiers
urn:nbn:se:liu:diva-63126 (URN)
Conference
EURAM
Available from: 2010-12-12 Created: 2010-12-12 Last updated: 2010-12-30
Kollberg, B. & Öberg, C. (2010). Explaining the development of new offerings in advertising industry. In: : . Paper presented at ISBM Academic Conference: Advances in Business-to-Business Marketing, Boston, USA, August 11-12, 2010. Boston: Institute for the Study of Business Markets, Pennsylvania State University
Open this publication in new window or tab >>Explaining the development of new offerings in advertising industry
2010 (English)Conference paper, Published paper (Other academic)
Place, publisher, year, edition, pages
Boston: Institute for the Study of Business Markets, Pennsylvania State University, 2010
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-63124 (URN)
Conference
ISBM Academic Conference: Advances in Business-to-Business Marketing, Boston, USA, August 11-12, 2010
Available from: 2010-12-12 Created: 2010-12-12 Last updated: 2014-03-14Bibliographically approved
Öberg, C. (2010). Identity in collaboration. In: Abstracts from 26th Annual IMP Conference: . Paper presented at The 26th IMP Conference, Budapest, Hungary, 2-4 September 2010. Industrial Marketing and Purchasing Group
Open this publication in new window or tab >>Identity in collaboration
2010 (English)In: Abstracts from 26th Annual IMP Conference, Industrial Marketing and Purchasing Group , 2010Conference paper, Published paper (Other academic)
Abstract [en]

Purpose: This paper targets the issue of multi-identities of companies in collaboration. Companies may participate in collaboration for various reasons and may also perceive the collaboration in different ways. What is more; companies in collaboration may to various extents regard themselves as, and be regarded as, individual companies or as part of the collaboration. Their views may in turn be reflected in how business partners of the collaborating companies perceive the collaboration. This paper builds on various actors’ perception of companies in collaboration. The paper uses the identity concept to capture the multi-identities of companies in collaboration. The purpose of the paper is to describe and discuss various actors’ perception in multi-identity settings.

Research method: The paper is built on a case study describing three levels of identity: a company level, the level of a collaboration taking the form of a joint venture, and a contractual collaboration. These are in turn described from involved parties’ and their business partners’ perspectives.

Research findings: The paper shows that pre-collaboration history greatly reflects the identity ascribed to the companies. This was the case both for the companies in the collaboration and their business partners’ perceptions. The more structured the collaboration, the more probable that a separate collaboration identity was established. A collaboration based on contracts merely meant that the company’s identity was affected by connections to collaboration parties, while a separate identity was not established.

Main contribution: The paper contributes to literature on corporate identity through discussing them in relation to collaboration. It also contributes to research on perception in business relationships through pointing at differences in perception between parties, where this paper connects this to actor and relationship history along with the collaboration structure.

Place, publisher, year, edition, pages
Industrial Marketing and Purchasing Group, 2010
Keywords
Identity, collaboration, perception, marketing agency
National Category
Social Sciences
Identifiers
urn:nbn:se:liu:diva-63122 (URN)
Conference
The 26th IMP Conference, Budapest, Hungary, 2-4 September 2010
Available from: 2010-12-12 Created: 2010-12-12 Last updated: 2014-03-14Bibliographically approved
Kowalkowski, C. & Öberg, C. (2010). Network pictures and resource integration: Cognitive alignment in extended offerings. Paper presented at 16th Annual CBIM Academic Workshop. San Juan, Puerto Rico
Open this publication in new window or tab >>Network pictures and resource integration: Cognitive alignment in extended offerings
2010 (English)In: / [ed] Thomas Brashear, San Juan, Puerto Rico, 2010Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
San Juan, Puerto Rico: , 2010
National Category
Social Sciences
Identifiers
urn:nbn:se:liu:diva-53161 (URN)
Conference
16th Annual CBIM Academic Workshop
Available from: 2010-01-17 Created: 2010-01-17 Last updated: 2014-04-14
Öberg, C. (2010). Pros and Cons of Long-Term Customer Relationships. In: Victoria J. Farkas (Ed.), Customer relations: (pp. 158). Nova Science Publishers, Inc.
Open this publication in new window or tab >>Pros and Cons of Long-Term Customer Relationships
2010 (English)In: Customer relations / [ed] Victoria J. Farkas, Nova Science Publishers, Inc., 2010, p. 158-Chapter in book (Other academic)
Abstract [en]

Customer relations is a broadly recognised, widely-implemented strategy for managing and nurturing a companys interactions with clients and sales prospects. It involves using technology to organise, automate, and synchronise business processes -- principally sales activities, but also those for marketing, customer service, and technical support. This book presents topical research data in the study of customer relations, including how consumers use Alan P Fiske's relational models framework to construct their relationships with service organisations; measuring corporate Customer Relationship Management (CRM) strategy; and identifying the relational benefits influencing customer loyalty.

Place, publisher, year, edition, pages
Nova Science Publishers, Inc., 2010
National Category
Social Sciences
Identifiers
urn:nbn:se:liu:diva-63120 (URN)978-1-61761-210-7 (ISBN)161-76-12-10-3 (ISBN)
Available from: 2010-12-12 Created: 2010-12-12 Last updated: 2014-03-14Bibliographically approved
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