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Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - Seeking for solutions within a project setting
AU - Naudé, P
AU - Henneberg, S
AU - Mouzas, S
AU - Ramos, C
AU - Graves, A
AU - Crute, V
PY - 2009
Y1 - 2009
N2 - There has been increasing attention focused on the importance of ‘solution selling’ in the often very close relationships that characterize business-to-business marketing. While an extant predominantly product-centric view of solutions prevails in the literature, this has recently been juxtaposed with a more process-oriented view. We review such a process-oriented solution model briefly, and focus on the managerial challenge of how firms make this process-oriented approach work in practice. We argue that, in parallel to adopting a process-oriented approach, companies also have to focus their attention specifically on how to mobilize the different parties in order to amalgamate the perspectives and orientations between the interacting counterparts. We propose an interaction process model of how this ‘collective mind’ is achieved, using as an example a study of the United Kingdom’s Lean Aerospace Initiative (UK LAI), a large project with a specific solution in mind – improving the global competitiveness of the UK’s Aerospace industry. We use our model to show how the three main groups of actors (Government bodies, four Universities, and the aerospace companies themselves) interact in their pursuit of co-creating their collective solutions.
AB - There has been increasing attention focused on the importance of ‘solution selling’ in the often very close relationships that characterize business-to-business marketing. While an extant predominantly product-centric view of solutions prevails in the literature, this has recently been juxtaposed with a more process-oriented view. We review such a process-oriented solution model briefly, and focus on the managerial challenge of how firms make this process-oriented approach work in practice. We argue that, in parallel to adopting a process-oriented approach, companies also have to focus their attention specifically on how to mobilize the different parties in order to amalgamate the perspectives and orientations between the interacting counterparts. We propose an interaction process model of how this ‘collective mind’ is achieved, using as an example a study of the United Kingdom’s Lean Aerospace Initiative (UK LAI), a large project with a specific solution in mind – improving the global competitiveness of the UK’s Aerospace industry. We use our model to show how the three main groups of actors (Government bodies, four Universities, and the aerospace companies themselves) interact in their pursuit of co-creating their collective solutions.
U2 - 10.1007/s12087-009-0022-8
DO - 10.1007/s12087-009-0022-8
M3 - Journal article
VL - 3
SP - 151
EP - 170
JO - Journal of Business Market Management
JF - Journal of Business Market Management
SN - 1864-0761
IS - 3
ER -