Problem solving in the upgrading of product offerings — A case study from the steel industry

Transitioning and co-evolving to upgrade value offerings: A competence-based marketing view

“…Focusing on a steel supplier's efforts to upgrade its offerings, Skarp and Gadde (2008) explore the role and nature of problemsolving activities as a fundamental engine of a transition process from standard products to customized, complex solutions. They conclude that problem-solving and value generation require interaction in connected business relations.…”

“…In an increasingly competitive business context, industrial manufacturers and suppliers are forced to seek new ways to differentiate their offerings made to customers (Ulaga & Eggert, 2006;Skarp & Gadde, 2008). The strategy and marketing literature offers numerous guidelines that can help companies to strengthen their market positioning and increase their competitive differentiation (Jacob & Ulaga, 2008).…”

Value co-creation in knowledge intensive business services: A dyadic perspective on the joint problem solving process

“…Also the service-dominant logic view emphasizes the collaborative nature of value creation, but particularly empirical research investigating what those joint activities are remains absent (Grönroos, 2011;Payne et al, 2008;. Studies conducted in the solutions marketing field have addressed the management of the solution production process, but the adopted perspective is predominantly that of the seller, and the focus is on solution selling rather than co-creation of the solution (e.g., Skarp & Gadde, 2008;Tuli et al, 2007). The organizational buying and procurement literature studies purchase decision making processes principally from the buyer's perspective, and does not examine interactive value generation processes (see e.g., Nicosia & Wind, 1977;Verville & Halingten, 2003).…”

“…The discussion nevertheless remains conceptual and tentative. The solutions marketing literature examines the suppliers' role but elaborates less on customers' contributions (e.g., Skarp & Gadde, 2008;Tuli et al, 2007). Therefore, our second objective is to examine the roles performed and resources contributed by suppliers and customers within the joint value generating process.…”

Navigating between dyads and networks

“…The concept is used in a larger sense -e.g. less focused on forces -in industrial marketing to encapsulate the interplays of market actors and exchange objects (Kjellberg & Helgesson, 2007;Skarp & Gadde, 2008).…”