آمار
| تعداد نشریات | 43 |
| تعداد شماره‌ها | 1,222 |
| تعداد مقالات | 15,019 |
| تعداد مشاهده مقاله | 50,483,216 |
| تعداد دریافت فایل اصل مقاله | 13,571,806 |
گذر از محصولات به راهکارها: فهم زوایا و ارائه چارچوب مفهومی راهکار مشتری در شرکتهای چندملیتی؛ کاربست روش فراترکیب | ||
| نشریه علمی پژوهشی مدیریت کسب و کارهای بین المللی | ||
| مقاله 6، دوره 3، شماره 1 - شماره پیاپی 8، فروردین 1399، صفحه 109-137 اصل مقاله (732.54 K) | ||
| نوع مقاله: مقاله پژوهشی | ||
| شناسه دیجیتال (DOI): 10.22034/jiba.2020.10383 | ||
| نویسندگان | ||
| پیمان پروری* 1؛ مهدی ابراهیمی2؛ محمدرضا کریمی2؛ ایمان رئیسی وانانی3 | ||
| 1دانشجوی دکتری مدیریت بازرگانی، دانشکده مدیریت، دانشگاه علامه طباطبائی، تهران، ایران. | ||
| 2استادیار گروه مدیریت بازرگانی، دانشکده مدیریت، دانشگاه علامه‌طباطبائی، تهران، ایران. | ||
| 3استادیار گروه مدیریت صنعتی، دانشکده مدیریت، دانشگاه علامه طباطبائی، تهران، ایران. | ||
| چکیده | ||
| با افزایش رقابت در سطح بینالمللی و ظهور نیازهای پیچیده مشتریان، برخی تامینکنندگان پیشنهادات ارزش خود را از فروش کالا یا خدمت به فروش راهکار تغییر دادهاند. از آنجا که مطالعات انجام شده روی راهکار هر یک به صورت مجزا به جنبههای مختلف آن پرداختهاند، و از طرفی به دلیل نو بودن مباحث راهکار، در اینزمینه چارچوب مشخصی برای فهم موضوع وجود ندارد. از اینرو، هدف این پژوهش احصاء و طبقهبندی مقولهها و مفاهیم اصلی مرتبط با راهکار مشتری در شرکتهای چندملیتی و ارائه یک چارچوب مفهومی برای درک آن است. بدین منظور با استفاده از روش فراترکیب، 53 مورد از مطالعات کیفی انجام گرفته روی راهکار مشتری در شرکتهای چندملیتی تحلیل محتوا شد و کدهای آنها استخراج شد. سپس کدهایی که مفهوم مشابهی را میرساندند در قالب 13 مفهوم دستهبندی شدند. مفاهیم مرتبط نیز در 5 مقوله دستهبندی شدند. یافتههای پژوهش نشان داد چارچوب راهکار مشتری دارای پنج مولفه اصلی: «پیکربندی قابلیتهای استراتژیک»، «پیکربندی شبکههای راهکار»، «مدولار بودن ارائه راهکار»، «فرایندها و قالبهای راهکار» و «عدم قطعیت و تنشهای راهکار» است. این مولفهها در یک چارچوب متصل بههم معنا پیدا میکنند و زمینه انتقال موفق کسب و کارهای بینالمللی از فروش محصولات و خدمات به سوی ارائه راهکارهای مشتری را مهیا میکنند. | ||
| کلیدواژه‌ها | ||
| راهکار مشتری؛ راهکار یکپارچه؛ شرکت های چندملیتی؛ شبکه راهکار؛ فراترکیب | ||
| مراجع | ||
|
Beck, C. (2002). Mothering Multiples: a Meta-synthesis of the qualitative research. MCN. The American journal of maternal/chid nursing, 28(2), 93–99.
Biggemann, S., Kowalkowski, C., Maley, J. & Brege, S. (2013). Development and implementation of customer solutions: A study of process dynamics and market shaping, Industrial Marketing Management, 42(7), 1083–1092.
Brady, T., Davies, A. & Gann, D.M. (2005). Creating value by delivering integrated solutions,International Journal of Project Management, 23(5), 360–365.
Brax, S.A. & Jonsson, K. (2009). Developing integrated solution offerings for remote diagnostics, International Journal of Operations & Production Management, 29(5), 539–560.
Cantù, C., Corsaro, D. & Snehota, I. (2012). Roles of actors in combining resources into complex solutions, Journal of Business Research, 65(2), 139–150.
Ceci, F. & Prencipe, A. (2008). Configuring Capabilities for Integrated Solutions: Evidence from the IT Sector, Industry and Innovation, 15(3), 277–296.
Chakkol, M., Johnson, M., Raja, J. & Raffoni, A. (2014). From goods to solutions: how does the content of an offering affect network configuration? International Journal of Physical Distribution & Logistics Management, 44(1/2), 132–154.
Colm, L., Ordanini, A. & Bornemann, T. (2019). Dynamic Governance Matching in Solution Development. Journal of Marketing, 83, 1–20.
Cova, B. & Salle, R. (2008). Marketing solutions in accordance with the S-D logic: co-creating value with customer network actors, Industrial Marketing Management, 37(3), 270–277.
Davies, A. (2004). Moving base into high-value integrated solutions: a value stream approach,Industrial & Corporate Change, 13(5), 727–756.
Davies, A., Brady, T. & Hobday, M. (2006). Charting a path toward integrated solutions, MIT Sloan Management Review, 47(3), 39–48.
Davies, A., Brady, T. & Hobday, M. (2007). Organizing for solutions: systems seller vs. systems integrator, Industrial Marketing Management, 36(2), 183–93.
Ferreira, F.N.H, Cova, B, Spencer, R. & Proença, J. (2016). A dynamics-based approach to solutions typology: A case from the aerospace industry, Industrial Marketing Management, 58(7), 114–122.
Ferreira, F.N.H, Cova, B., Spencer, R. & Proença, J. (2017). A phase model for solution relationship development: a case study in the aerospace industry, Journal of Business & Industrial Marketing, 32(5), 625–639.
Finne, M., Turunen, T. & Eloranta, V. (2015). Striving for network power: The perspective of solution integrators and suppliers, Journal of Purchasing & Supply Management, 21(1), 9–24.
Frankenberger, K., Weiblen, T. & Gassmann, O. (2013). Network configuration, customer centricity, and performance of open business models: A solution provider perspective. Industrial Marketing Management, 42(5), 671–682.
Friend, S.B. & Malshe, A. (2016), Key Skills for Crafting Customer Solutions Within an Ecosystem: A Theories-in-Use Perspective, Journal of Service Research, 1(2), 174–191.
Galbraith, J.R. (2002). Organizing to deliver solutions, Organizational Dynamics, 31(2), 194–207.
Gebauer, H., Paiola, M. & Saccani, N. (2013). Characterizing service networks for moving from products to solutions, Industrial Marketing Management, 42(1), 31–46.
Hakanen, T. & Jaakkola, E. (2012). Co-creating customer-focused solutions within business networks: a service perspective, Journal of Service Management, 23(4), 593–611.
Hakanen, T. (2014). Co-creating integrated solutions within business networks: The KAM team as knowledge integrator, Industrial Marketing Management, 43(7), 1195–1203.
Hedvall, K., Jagstedt, S. & Dubois, A. (2019). Solutions in business networks: Implications of an interorganizational perspective. Journal of Business Research, 104(11), 411–421.
Helander, A. & Möller, K. (2008). How to become a solution provider: System supplier's strategic tools, Journal of Business-to-Business Marketing, 15(3), 247–287.
Hellström, M. (2014), Solution business models based on functional modularity–the case of complex capital goods, Journal of Service Management, 25(5), 654–676.
Hoeber, B. & Schaarschmidt, M. (2017). Transforming from service providers to solution providers: Implications for provider-customer relationships and customer-induced solution innovation, International Journal of Technology Management, 73(1/2/3), 65–90.
Huikkola, T. & Kohtamäki, M. (2017). Solution providers’ strategic capabilities, Journal of Business & Industrial Marketing, 32(5),752–770.
Jaakkola E. & Hakanen, T. (2013). Value co-creation in solution networks, Industrial Marketing Management, 42(1), 47–58.
Jalkala, A.M. & Keränen, J. (2014). Brand positioning strategies for industrial firms providing customer solutions, Journal of Business & Industrial Marketing, 29(3), 253–264.
Johannsen, F. & Leist, S. (2009), A Six Sigma approach for integrated solutions, Managing Service Quality: An International Journal, 19(5), 558–580.
Kapletia, D. & Probert, D. (2010). Migrating from products to solutions: an exploration of system support in the UK defence industry, Industrial Marketing Management, 39(4), 582–592.
Kohtamäki, M., Baines, T., Rabetino, R. & Bigdeli, A.Z. (2018). Practices and Tools for Servitization: Managing Service Transition. Palgrave Macmillan.
Koponen, J., Julkunen, S. & Asai, A. (2019). Sales communication competence in international B2B solution selling, Industrial Marketing Management, 82(7), 238–252.
Kumar, A., Steward, M.D. & Morgan, F.N. (2018). Delivering a superior customer experience in solutions delivery processes: Seven factors for success, Business Horizons, 61(5), 775–782.
Levihn, U. & Levihn, F. (2016). The Transition from Product to Solution Selling: The Role and Organization of Employees Engaged in Current Business, Journal of Business-to-Business Marketing, 23(3), 207–219.
Liinamaa, J., Viljanen, M., Hurmerinta, A., Ivanova-Gongne, M., Luotola H. & Gustafsson, M. (2016). Performance-based and functional contracting in value-based solution selling, Industrial Marketing Management, 59(8), 37–49.
Macdonald, E.K., Kleinaltenkamp, M. & Wilson, H N. (2016). How business customers judge solutions: solution quality and value-in-use, Journal of Marketing, 80(3), 96–120.
Miller, D., Hope, Q., Eisenstat, R., Foote, N. & Galbraith, J. (2002). The problem of solutions: balancing clients and capabilities, Business Horizons, 45(2), 3–12.
Nordin, F. & Kowalkowski, C. (2010). Solutions offerings: a critical review and reconceptualisation, Journal of Service Management, 21(4), 441–459.
Paiola, M., Saccani, N., Perona, M. & Gebauer, H. (2013). Moving from products to solutions: Strategic approaches for developing capabilities. European Management Journal,31(4), 390–409.
Petri, J. & Jacob, F. (2016). The customer as enabler of value (co)-creation in the solution business. Industrial Marketing Management, 56(5), 63–72.
Powers, T.L., Sheng, S. & Li, J.J. (2016). Provider and relational determinants of customer solution performance, Industrial Marketing Management, 56(5), 14–23.
Prior, D.D. (2013). Supplier representative activities and customer perceived value in complex industrial solutions. Industrial Marketing Management, 42(8), 1192–1201.
Prior, D.D. (2016a). The impact of service worker personal resources on relationship quality in business solutions, Industrial Marketing Management, 53(2), 216–225.
Prior, D.D. (2016b). Boundary spanning and customer service styles in business solutions implementation, Industrial Marketing Management, 56(5), 120–129.
Raddats, C.O. & Burton, J. (2014). Creating multi-vendor solutions: the resources and capabilities required, Journal of Business & Industrial Marketing, 29(2), 132–142.
Rajala, R., Brax, S.A., Virtanen, A. & Salonen, A. (2019). The next phase in servitization: transforming integrated solutions into modular solutions, International Journal of Operations& Production Management,39(5), 630–657.
Restuccia, M. & Legoux, R. (2019). B2B relationships on the fast track: An empirical investigation into the outcomes of solution provision, Industrial Marketing Management, 76(1), 203–213.
Salminen, R.T., Oinonen, M. & Haimala, J. (2014), Managerial implications in solution business studies: analysis of type of relevance addressed, Journal of Business & Industrial Marketing, 29(7/8), 562–573.
Salonen A. & Jaakkola, E. (2015). Firm boundary decisions in solution business: Examining internal vs. external resource integration, Industrial Marketing Management, 51(8), 171–183.
Salonen, A., Rajala, R. & Virtanen, A. (2018). Leveraging the benefits of modularity in the provision of integrated solutions: A strategic learning perspective. Industrial Marketing Management, 68(1), 13–24.
Sandelowski, M. & Barroso, J. (2007). Handbook for synthesizing qualitative research. New York: Springer.
Sato, C.E.Y. (2018). Value co-creation in the management of projects delivering integrated solutions: the case of BT Global Services in the UK, International Journal of Project Organization and Management, 10(1), 54–81.
Saul, C.J. & Gebauer, H. (2018). Born solution providers–Dynamic capabilities for providing solutions, Industrial Marketing Management,73(6), 31–46.
Sharma, A. & Iyer, G.R. (2011). Are pricing policies an impediment to the success of customer solutions? Industrial Marketing Management, 40(5), 723–729.
Shepherd, C. & Ahmed, P.K. (2000). From product innovation to solutions innovation: a new paradigm for competitive advantage, European Journal of Innovation Management, 3(2), 100-6.
Sjödin, D.R., Parida, V. & Lindström, J. (2017). Barriers and conditions of open operation: a customer perspective on value co-creation for integrated product-service solutions,International Journal of Technology Marketing, 12(1), 90–111.
Storbacka, K. & Pennanen, R. (2014). Solution Business: Building a Platform for Organic Growth. Springer.
Storbacka, K. (2011), A solution business model: capabilities and management practices for integrated solutions, Industrial Marketing Management, 40(5), 699–711.
Storbacka, K., Windahl, C., Nenonen, S. & Salonen, A. (2013). Solution business models: Transformation along four continua. Industrial Marketing Management, 42(5), 705–716.
Töllner, A., Blut, M. & Holzmüller, H.H. (2011). Customer solutions in the capital goods industry: Examining the impact of the buying center. Industrial Marketing Management, 40(5), 712–722.
Tuli, K.R., Kohli, A.K. & Bharadwaj, S.G. (2007). Rethinking customer solutions: From product bundles to relational processes, Journal of Marketing, 71(3), 1–17.
Ulaga, W. & Kohli, A.K. (2018). The role of a solutions salesperson: Reducing uncertainty and fostering Adaptiveness, Industrial Marketing Management, 69(2), 161–168.
Wei, R., Geiger, S. & Vize, R. (2019). A platform approach in solution business: How platform openness can be used to control solution networks, Industrial Marketing Management, 83(8), 251–265.
Windahl, C. & Lakemond, N. (2006). Developing integrated solutions: the importance of relationships within the network, Industrial Marketing Management, 35(7), 806–818.
Windahl, C. & Lakemond, N. (2010). Integrated solutions from a service-centered perspective: applicability and limitations in the capital goods industry, Industrial Marketing Management, 39(8), 1278–90.
Windahl, C. (2015). Understanding solutions as technology-driven business innovations, Journal of Business & Industrial Marketing, 30(3/4), 378–393.
Windahl, C., Andersson, P., Berggren, C. & Nehler, C. (2004). Manufacturing firms and integrated solutions: characteristics and implications, European Journal of Innovation Management,7(3), 218-228.
Windler, K., Jüttner, U., Michel, S., Maklan, S. & Macdonald, E.K. (2017). Identifying the right solution customers: A managerial methodology, Industrial Marketing Management, 60(1), 173–186.
Worm, S., Bharadwaj, S.G., Ulaga, W. & Reinartz, W.J. (2017). When and Why Do Customer Solutions Pay Off in Business Markets? Journal of the Academy of Marketing Science, 45(4), 490–512.
Zimmer, L. (2006). Qualitative Meta–Synthesis: A Question of Dialoguing With Texts. Journal of Advanced Nursing, 53(3), 311–318. | ||
|
آمار تعداد مشاهده مقاله: 820 تعداد دریافت فایل اصل مقاله: 429 |
||