Recent marketing literature suggests companies to become market driving (proactive business logic, changing the rules of the market) instead of market driven (reactive business logic, customer-led). This transformation implies that companies are able to boost their capacity to create new customer value. Based on survey data of business-to-business markets, we advance a tentative model that links competence development to new customer value creation. Although exploratory in its nature, our study exhibits that companies should build three types of competences: marketing practices for external knowledge absorption, general organizational competences and supply chain/network competences. Using cluster analysis, we are able to further link these competences to the capacity of new value creation. Four clusters are detected with different degrees of expertise in new value creation and each displaying their own profile of competences. Becoming market driving requires an integrated and balanced view on marketing practices. © 2006 Elsevier Inc. All rights reserved.

Berghman, L., Matthyssens, P., & Vandenbempt, K. (2006). Building competences for new customer value creation: An exploratory study. INDUSTRIAL MARKETING MANAGEMENT, 35(8), 961-973 [10.1016/j.indmarman.2006.04.006].

Building competences for new customer value creation: An exploratory study

Matthyssens P.
;
2006

Abstract

Recent marketing literature suggests companies to become market driving (proactive business logic, changing the rules of the market) instead of market driven (reactive business logic, customer-led). This transformation implies that companies are able to boost their capacity to create new customer value. Based on survey data of business-to-business markets, we advance a tentative model that links competence development to new customer value creation. Although exploratory in its nature, our study exhibits that companies should build three types of competences: marketing practices for external knowledge absorption, general organizational competences and supply chain/network competences. Using cluster analysis, we are able to further link these competences to the capacity of new value creation. Four clusters are detected with different degrees of expertise in new value creation and each displaying their own profile of competences. Becoming market driving requires an integrated and balanced view on marketing practices. © 2006 Elsevier Inc. All rights reserved.
Si
Articolo in rivista - Articolo scientifico
Scientifica
Market driving; Market orientation; Marketing competences; Value creation; Value innovation
English
961
973
13
Berghman, L., Matthyssens, P., & Vandenbempt, K. (2006). Building competences for new customer value creation: An exploratory study. INDUSTRIAL MARKETING MANAGEMENT, 35(8), 961-973 [10.1016/j.indmarman.2006.04.006].
Berghman, L; Matthyssens, P; Vandenbempt, K
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/10281/314478
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