Customer capabilities for solution offerings in business markets

Elgeti, Laura; Danatzis, Ilias; Kleinaltenkamp, Michael

doi:10.1016/j.indmarman.2020.05.032

Cited by 15 publications

(10 citation statements)

References 67 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Internally, the customer should have delivery support. It can gain and sustain continuous support for the solution co-creation process from senior management and affected employees within its organization (Petri and Jacob, 2016; Elgeti et al , 2020). Externally, it needs a supplier with the capacity to improve customer business.…”

Section: Resultsmentioning

confidence: 99%

“…For the supplier, the co-creation of opportunity involves the ability to sense new customer needs and to spot, interpret and pursue new possibilities and opportunities by keeping track of market trends and new technologies to jointly expand business with the customer (Pavlou and El Sawy, 2011; Wu et al , 2022). For the customer, the co-creation of opportunity refers to the capacity to create novel business ideas, use novel ways of working, invent new business models and products and develop existing business models and products along with the supplier (Elgeti et al , 2020). For instance, a customer interviewee noted:…”

Section: Resultsmentioning

confidence: 99%

“…There are comparatively few studies on solution-specific capabilities from the customer’s perspective. To the best of our knowledge, only one study discusses the customer’s solution-specific skills, identifying five broader capability sets: “interactional capabilities, sourcing capabilities, expertise utilization capabilities, internal organizational capabilities, [and] innovation capabilities” (Elgeti et al , 2020, p. 49).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Although prior studies have done much work on suppliers’ solution-specific capabilities and preliminarily explored them from the customer’s perspective (Elgeti et al , 2020), the solution is a process of supplier–customer value co-creation; merely interpreting particular competencies of solution co-creation from a unilateral angle is insufficient. The supplier–customer bilateral outlook has been seriously neglected.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Capability matching between suppliers and customers in solution co-creation: a process-based model

Leng

Zhao

2023

JBIM

View full text Add to dashboard Cite

Purpose The purpose of this study is to examine supplier–customer capabilities in solution co-creation and how they are matched from a relational process perspective. Design/methodology/approach Using a qualitative approach, the authors identified 20 sets of supplier–customer capability matches by conducting in-depth interviews with 34 matched informants and retrieving suppliers’ archival data (project documents and success stories). Findings The authors identified 20 capability matching sets (21 supplier and 23 customer capabilities) and developed a process-based model of bilateral capabilities that match at the organizational level in solution co-creation. The authors reveal their match forms (complementarity and compatibility) and offer suggestions for future research. Research limitations/implications This paper is qualitative; quantitative studies are required for testing and extending the initial conclusions. Practical implications This study guides the supplier and customer to cultivate different capabilities at different stages of solution co-creation and alerts them to the importance of capability complementarity and compatibility. Originality/value To the best of the authors’ knowledge, this study is the first to introduce the bilateral perspective into dynamic capability research in the context of solution co-creation. The authors discuss the abilities the supplier and customer must possess at different stages and how they match dynamically. The analysis extends the research on solution-specific capabilities and dynamic matching, offering useful implications for solution co-creation in practice.

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Capability matching between suppliers and customers in solution co-creation: a process-based model

Leng

Zhao

2023

JBIM

View full text Add to dashboard Cite

show abstract

“…There is also an opportunity to investigate the long-term effects of using remote technologies on provider-customer relationships and the nature and scope of the solution business. It is possible that remote technologies will deepen customers’ involvement in value-creating processes in the future, calling for providers to assist customers in developing such new capabilities for value creation (see, e.g., Elgeti, Danatzis, and Kleinaltenkamp 2020).…”

Section: Promising Directions For Research On Solutionsmentioning

confidence: 99%

The Future of B2B Customer Solutions in a Post-COVID-19 Economy: Managerial Issues and an Agenda for Academic Inquiry

Bond

Jong

Eggert

et al. 2020

Journal of Service Research

Self Cite

View full text Add to dashboard Cite

Customer solutions have been touted as the next service-growth engine. Yet, pursuing a solutions strategy can seriously backfire in times of severe crises. The massive economic shock wave brought on by the recent COVID-19 pandemic challenges some of the presumed advantages of business-to-business customer solutions and reveals downsides of these complex offerings to which academics and managers alike may have given insufficient attention. This editorial focuses on goods-centered companies’ recent foray into the solution business and the pressing managerial questions regarding the evolution of solutions as the world begins to emerge from the COVID-19 pandemic. Based on the key characteristics of solution offerings, we identify seven potential downsides of customer solutions that are revealed by the current global crisis and develop promising research avenues mirroring these challenges. In each area, we propose three illustrative sets of research questions that may guide scholars and provide insights to practitioners for positioning solution businesses in the post-COVID-19 “next-normal” world.

show abstract

Suitability Criteria for Customers for Subscription Business Models in Machinery and Plant Engineering

Schuh,

Greven,

Holst

et al. 2023

IFIP Advances in Information and Communication Technology

View full text Add to dashboard Cite

Customer capabilities for solution offerings in business markets

Cited by 15 publications

References 67 publications

Capability matching between suppliers and customers in solution co-creation: a process-based model

Capability matching between suppliers and customers in solution co-creation: a process-based model

The Future of B2B Customer Solutions in a Post-COVID-19 Economy: Managerial Issues and an Agenda for Academic Inquiry

Suitability Criteria for Customers for Subscription Business Models in Machinery and Plant Engineering

Contact Info

Product

Resources

About