En nøgle til velfærd og velstand

Diskussionen om Danmarks fremtid som velfærdstat er i fuld gang – og har været det i et stykke tid. På det seneste har en ny rapport fra OECD tegnet et dystert billede for Danmark, idet landets produktivitet fortsat er for nedadgående. Så det store spørgsmål er nu endnu mere aktuelt: Hvad skal Danmark leve af i fremtiden for at bevare og udbygge velfærd og velstand? For at belyse dette spørgsmål fokuserer en stor del af diskussionen på ”produktivitet” som nøglen til velfærd og velstand. Vi vil i denne rapport argumentere for en supplerende faktor, som vi mener er af endnu større betydning end selve produktiviteten: Danmark kan og skal leve af kommercialiseringevnen. Evnen til at kommercialisere dækker over virksomheders aktiviteter til at tjene penge med deres ydelser (produkter, service, m.v.). Kort sagt handler kommercialisering om at forstå kundernes behov og værdiskabelse, matche denne indsigt med ydelser, og bygge passende relationer med kunder for at forklare værdi. Hvor god en virksomhed er til kommercialisering kan måles som: Kommercialiseringsefficens = Omsætning / ydelser

Driving Competitiveness Through Customer Relationship Optimization

Challenging Customers not only responds to increasing demands among customers challenging their suppliers but also to the suppliers’ drive to challenge customers. Challenging each other in a customer-supplier relationship helps both parties stay sharp, alert, and agile. Challenging in relationships – and challenging the relationship itself – are therefore sources of competitiveness for customers and suppliers alike. A business without customers is not a business. All firms need to interact with “the one who pays”, “the one for which they are valuable”, or “the beneficiary of the firm’s value proposition”. Such customer contacts and contracts can be direct or indirect, arm’s length or trust based, simple or complex. In all cases, firms have relationships with customers. In our understanding, the term “relationship” does not imply a specific quality, such as “friendship” or even “good” or “bad”. Rather, it indicates that the parties somehow relate to one another. “Customer-supplier relationship” describes the fact that companies interact with each other in order to enable value creation on both ends of the relationship. The establishment of relationships is therefore not a choice for a company, but a necessity. However, ensuring that the firm is involved in suitable customer-supplier relationships that support its competitiveness is a challenging task and a daily challenge. This book provides a 360-degree view of customer-supplier relationships, and offers tools useful for describing and understanding relationships in order to develop them into valuable assets for the firm. Notably, the book is not a complete collection of all of the models and tools ever suggested. Rather, it offers our selection of tools that have been proven to work over time

Competitive paper, IMP ASIA Conference, December 6-10, 2009 Kuala Lumpur, Malaysia

This paper explores the interplay between value creation and appropriation of value by firms within a business network context. These two value processes are inter-linked. Collectively firms create a product of value to an end consumer and a part of that value is appropriated by each firm in the network. Value appropriation is composed of a number of different negotiation processes, value and cost moving between exchange parties and price making and taking spread across time. Value appropriation is a process. Value appropriation is important to a firm’s survival. Firms that appropriate a greater proportion of the value captured by the network, relative to their resource base and costs, will be more profitable. These firms are able to invest in new technologies, resources and business relationships to continually develop their network positions. Value creation in a business network is a result of individual firm efforts, either independently or in relationships. Equally, firms work alone and in groups to appropriate value. Understanding the dynamics and linkages between value creation and appropriation allows a better understanding of how value is created by business firms and by value nets. In the final sections of the paper we present propositions for further research and make recommendations for managers

Editorial : Qualitative research in business marketing management

By investigating the development, extent, and nature of qualitative research published in Industrial Marketing Management (IMM) over a recent decade, 2008–2017, we seek to offer an insightful review of its geographical coverage, range in thematic focus, theoretical purposes, research designs, and the transparency of the research methods adopted. In turn, we can consider how authors have made their methodological choices and implemented them in these studies. Finally, we provide an impact assessment, based on the number of citations and downloads.http://www.elsevier.com/locate/indmarman2022-03-04hj2021Gordon Institute of Business Science (GIBS

Antecedents and consequences of sales representatives' relationship termination competence

Purpose – Most firms have a number of unprofitable customer relationships that drain the firms' resources. However, firms in general and sales representatives in particular hesitate to address this problem and, ultimately, to terminate business relationships. This paper therefore aims to investigate the antecedents and consequences of sales representatives' relationship termination competence.Design/methodology/approach – A model of antecedents of sales representatives' relationship termination competence is developed and tested using a cross‐sectional survey of more than 800 sales representatives. The impact of the constructs “termination acceptance”, “definition of non‐customer”, “termination routines” and “termination incentives” on termination competence are analyzed using PLS.Findings – A sales representative's termination competence is positively influenced by greater clarity and wider dissemination of the definition of a “non‐customer”, higher prevalence of termination routines, and increasing degrees of termination incentives. Acceptance of relationship termination at the firm level does not appear to have a significant impact on sales representatives' relationship termination competence. In addition, termination competence significantly affects the value of customer portfolios.Practical implications – The findings suggest that managers should more actively consider relationship termination as a legitimate option in customer relationship management. In order to increase the value of a firm's customer portfolio, managers must not only provide a clear definition of the types of customers the organization does not want to serve, but must also implement termination routines within the organization. Managers also need to establish incentives for sales representatives to terminate relationships with unprofitable customers.Originality/value – This paper contributes to the currently scarce research on relationship termination by documenting results from a large‐scale analysis of relationship termination

Antecedents and consequences of sales representatives' relationship termination competence

Purpose – Most firms have a number of unprofitable customer relationships that drain the firms' resources. However, firms in general and sales representatives in particular hesitate to address this problem and, ultimately, to terminate business relationships. This paper therefore aims to investigate the antecedents and consequences of sales representatives' relationship termination competence.Design/methodology/approach – A model of antecedents of sales representatives' relationship termination competence is developed and tested using a cross‐sectional survey of more than 800 sales representatives. The impact of the constructs “termination acceptance”, “definition of non‐customer”, “termination routines” and “termination incentives” on termination competence are analyzed using PLS.Findings – A sales representative's termination competence is positively influenced by greater clarity and wider dissemination of the definition of a “non‐customer”, higher prevalence of termination routines, and increasing degrees of termination incentives. Acceptance of relationship termination at the firm level does not appear to have a significant impact on sales representatives' relationship termination competence. In addition, termination competence significantly affects the value of customer portfolios.Practical implications – The findings suggest that managers should more actively consider relationship termination as a legitimate option in customer relationship management. In order to increase the value of a firm's customer portfolio, managers must not only provide a clear definition of the types of customers the organization does not want to serve, but must also implement termination routines within the organization. Managers also need to establish incentives for sales representatives to terminate relationships with unprofitable customers.Originality/value – This paper contributes to the currently scarce research on relationship termination by documenting results from a large‐scale analysis of relationship termination