Exploring proactive market strategies

Brege, Harald; Kindström, Daniel

doi:10.1016/j.indmarman.2019.05.005

Cited by 39 publications

(27 citation statements)

References 65 publications

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“…Although researchers originally conceived of these as two separate ways for firms to be market-oriented, they eventually found the concepts to be complementary perspectives (Atuahene-Gima et al , 2005; Tsai et al , 2008). This raises the notion of proactivity and responsiveness as two complementary approaches to managing the creation of customer value (Narver et al , 2004; Brege and Kindström, 2020).…”

Section: Proactivity and Responsivenessmentioning

confidence: 99%

“…In our research, we conceptualize market strategies as firms’ market-focused strategies for creating customer value, consisting of coherent sets of activities aimed at providing customers with superior value (Weick and Roberts, 1993; Johnson et al , 2003; Jarzabkowski, 2005; Brege and Kindström, 2020). The activities of a specific market strategy are driven by a firm’s strategic orientations, which can be conceptualized as “guiding principles that influence a firm’s marketing and strategy-making activities” (Noble et al , 2002, p. 25).…”

Section: Three Dimensions Of Market Strategymentioning

confidence: 99%

“…We perceive market strategies as coherent sets of activities aimed at creating superior value for customers (Weick and Roberts, 1993; Johnson et al , 2003; Jarzabkowski, 2005; Brege and Kindström, 2020; Varadarajan, 2010, 2019). These activities and consequently the market strategy they constitute, can be characterized as having a proactive or responsive character, depending on how they aim to create value (Narver et al , 2004; Atuahene-Gima et al , 2005; Tsai et al , 2008).…”

Section: Introductionmentioning

confidence: 99%

“…Following our aim, the proposed framework conceptualizes different types of market strategies based on the different value-creation logics (i.e. the different combinations of proactivity and responsiveness) that they exhibit (Brege and Kindström, 2020; Möller, 2006; Slater et al , 2007). This typology proposes four archetypes to illustrate how different value-creation logics will lead firms to implement different types of market strategies.…”

Section: Introductionmentioning

confidence: 99%

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Proactivity and responsiveness in value creation: a conceptual typology of market strategies

Brege

Kindström

2020

JBIM

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Purpose To successfully create customer value, firms must use coherent market strategies and perform value-creating activities that enable them to develop solutions to customers’ needs. However, as firms exhibit differences in how they approach value creation, their market strategies will also differ. These differences among market strategies can be described through different combinations of proactivity and responsiveness, representing each firm’s value-creation logic. This study aims to increase understanding of how firms can improve the effectiveness of their market strategies by considering their associated value-creation logics. Design/methodology/approach The authors conceptualize market strategies as coherent sets of value-creating activities. While the types of activities within a market strategy are driven by a firm’s strategic orientations, how these activities are performed is influenced by its value-creation logic. With this as the foundation, the authors develop a conceptual typology of archetypal market strategies based on the different value-creation logics that influence them. Findings The authors propose four distinct market strategies – habitual, visionary, adaptive and ambidextrous – representing unique ways in which value-creation logics influence the formation of market strategies. Furthermore, the authors highlight the need for activities to reflect consistent value-creation logics to create coherent market strategies and the authors provide an exploration of the activities that enable firms to implement different types of market strategies. Originality/value The typology expands the concept of market strategy, introducing the idea of a value-creation logic of proactivity and responsiveness, and thus demonstrating the need for more in-depth consideration of the value-creating activities that constitute market strategies to better understand how firms can create superior customer value.

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Section: Proactivity and Responsivenessmentioning

confidence: 99%

Section: Three Dimensions Of Market Strategymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Proactivity and responsiveness in value creation: a conceptual typology of market strategies

Brege

Kindström

2020

JBIM

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“…Flavanones are potential bioactive products can be selled in the market, 46,47 and the hydrothermal technology has the potential to replace toxic solvents and to support a green economy. Its source of competitive advantages is the differentiation focus strategy 48 or production of flavanone (a high added‐value product) in a circular economy approach.…”

Section: Resultsmentioning

confidence: 99%

Sequential hydrothermal process for production of flavanones and sugars from orange peel: an economic assessment

Lachos‐Perez

Buller

Ody

et al. 2020

Biofuels Bioprod Bioref

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An economic evaluation was conducted of flavanone and sugar production from orange peel (OP) using a sequential hydrothermal process. The process was conducted at laboratory (2 × 5 L), pilot (3 × 10 L), and industrial (3 × 500 L) scales. The results demonstrate that the scale‐up process decreased the cost of manufacturing (COM) with a significant increase in flavanone and sugar production. The lowest COM was of US$ 25.72/kg flavanones and US$ 1.43/kg sugars, both on an industrial scale. The predominant costs at the industrial scale (>90%) were the cost of utilities and the cost of raw materials. A low capital payback time was obtained, which decreased as return on investment and gross margin increased. A strengths, weaknesses, opportunities, and threats matrix demonstrates the relevant business topics related to the scale‐up of OP processing. Thus, the current scale‐up project can be considered as a promising approach to the production of flavanones and sugar from OP on an industrial scale. © 2020 Society of Industrial Chemistry and John Wiley & Sons Ltd

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The Early Process Catches the Weak Event: Process Latency and Strategies for Its Reduction

Koelbel¹,

Rosemann

2022

Lecture Notes in Business Information Processing

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Exploring proactive market strategies

Cited by 39 publications

References 65 publications

Proactivity and responsiveness in value creation: a conceptual typology of market strategies

Proactivity and responsiveness in value creation: a conceptual typology of market strategies

Sequential hydrothermal process for production of flavanones and sugars from orange peel: an economic assessment

The Early Process Catches the Weak Event: Process Latency and Strategies for Its Reduction

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