ABB Group

, 25, 26

ABB Robotics

, 7, 24

marketing and sales activities

, 33

marketing reorganization in

, 25–26

structure

, 28

Achrol’s view of new organizational forms

, 45–46

Adaptation(s)

, 131, 216

of business practice

, 65–66

ongoing processes of organizational

, 281–282

Aerial photograph

, 120, 127

Aftonbladet Sport

, 107

Alfa Laval, organizational design

, 11, 12, 21

Alliance networks

, 272

Ambidextrous organizations

consequences for processes of (re-)organizing marketing

, 251–252

consequences of digitalization for marketing management and organization

, 248–249

dual forces

, 243

focal phenomenon and driver of organizational change

, 244–247

marketing and role of new technical platforms

, 247–248

marketing and sales in

, 242

propositions for marketing management and organizations

, 249–251

Ambiguity

, 108

environment

, 45

marketing organization change and

, 265

Analytical framework

, 226

Apple, high-profile IT company

, 229–230

Apple’s customer support

, 296n16

ARA model

, 273

ARJO (Swedish company)

, 173–174

ASEA

, 25

Augmentation effect

, 134

Automation

, 312–314

Business Area

, 41

managers

, 35

tools

, 21

unit

, 34

Automotive industry

, 25, 26, 27, 37, 246

Avisa Company

, 104

B2B selling processes. See Business maneuvering

B2C business

, 313

B2G, value in

, 79–82

“Balancing” pattern

, 127

Behavioral-based systems

, 17

Behavioral-oriented approach

, 135

Big data

, 197, 204

“Boundary-spanning” drivers of digital platforms

, 243

Brand orientation

, 286, 299n23

I-D Logic of marketing

, 305

increasing solution business and outside-in way of organizing marketing

, 299

integration

, 303

managerial implications

, 301–302

marketing as perspective of organizing

, 286–288

as method to change from products to solutions

, 297–301

MOM

, 289–297

theoretical implications

, 302–305

Brand-dominant logic of marketing (B-D logic of marketing)

, 292, 293

Brand-Focused Professionals

, 294

Business

coordination and communication in business interactions

, 282–283

environment

, 65, 73

fraternization

, 117, 118, 119

marketing

, 158

marketing’s strategic role and connection to business management

, 69

networks

, 272, 310

philosophies

, 122

practices

, 65–66, 192–193

problems of inefficiency

, 180–181

project

, 120

situation

, 120

standardization

, 117, 119

value in business markets

, 79

venture

, 167

See also Customer Relationship Management systems (CRM systems)

Business Intelligence (BI)

, 188

Business maneuvering

, 116–117

contemporary B2B markets

, 115–116

example

, 117–119

fundaments of

, 118

model

, 122, 123

need for new perspective

, 116

practical contributions

, 120–121

voices

, 114–115

win–win concept

, 121–122

Business model(s)

, 51–52, 78

of editorial outsourcing

, 96

for outsourcing deal

, 115

See also Interaction model

Business System (BS)

, 180, 185

Business Units (BU)

, 28

Business-to-business (B2B)

, 286

business context

, 270

companies

, 286

contexts

, 3–5, 313, 315

marketing

, 166

value in

, 79–82

Buyer–supplier relationships

, 172–173

Buying process

, 12, 143

Call-center Company

, 19

Capability challenges in solution business

, 89–90

Car Inc.

, 19–20

Category management

, 149–150

Cause-and-effect relationship

, 178

Changed contact design

between Signal Solutions and Secure Communications

, 169–171

structural implications

, 171

Changing organizational design, efficiency and effectiveness by

, 11–12

Chief Financial Officers (CFOs)

, 198

Chief marketing officers (CMOs)

, 242, 288

Chief procurement officer (CPO)

, 153

China, voice and situation of LDU manager in

, 35–36

Circular process view

, 227, 228

Cisco, organizational design

, 11–12

“Classical” marketing organization

, 70

Clock services

, 104n18

CNAUS production units

, 29, 34

Coaching process

, 132

Cocreation

, 97

Codevelopment process

, 141–142

Collaboration

, 31, 37, 97, 121

close

, 38

cross-competence

, 198

drivers of sales and marketing

, 70

internal

, 117

“Commercial” level maturity

, 144

Commodity

, 166

Communication

in business interactions

, 282–283

voice and situation of manager

, 39

Company crisis

, 99–100

Companywide marketing orientation

, 62

Competence

, 136–137

Competitive dialogue

, 309

Competitors

, 31, 106–107

Complex selling processes

, 117

Computer Aided Production Planning system (CAPP system)

, 185–186

Conceptual interface-specific outcome knowledge

, 218

Conduct regular evaluation

, 235

“Connected Vehicle Cloud” solution

, 246

Consumers

, 244

Contemporary B2B business, value creation in

, 4–6

Contemporary procurement organizations

, 144

Contemporary sales management processes

, 130, 132–133

Content delivery partner

, 108

Content marketing

, 312–314

Content providers

, 246

Contingency factors

, 314

Contingency variables

, 121

Continuous customer value creation

, 235

customer value verification

, 234–235

ensuring

, 233, 239

supporting customer value experience

, 233–234

Continuous value cocreation management in supply network

, 236–237

Contract-driven system

, 64

Contradictions

, 97, 255, 261, 264, 266

“Convergence” processes

, 248–249

Coordination in business interactions

, 282–283

Corporate coherence

, 151

Corporate culture

, 16

Corporate decision making

, 120

Corporate purchasing

, 142

Cost/sacrifice & benefits approach

, 79

Critical examination

, 235

Critical products/services

, 148

Customer Action Planning (CAP)

, 190

Customer management automation, sales efficiency as

, 190–191

Customer orientation

, 45, 52, 109, 303

in action

, 102–103

marketing organization and

, 52

Customer relationship, deepening

, 235–236

Customer Relationship Management systems (CRM systems)

, 4, 12, 126

addressing challenges to efficiency through organizing business practices

, 185

efficiency gap

, 202–203

function gap

, 200–201

gaps between sales needs and CRM tools

, 200

improving business by organizing business practices using CRM tools

, 184

interface gap

, 201

main contributions

, 197–198

sense-making tool architecture

, 203

status gap

, 201–202

supporting design

, 204–205

supporting links

, 204

supporting structure

, 203–204

tools, 179 practices

, 192–193, 196

Customer Value Calculator (CVC)

, 188, 189

Customer Value File (CVF)

, 188, 189

Customer(s)

, 6, 11, 13

accepting premise

, 101–102

actual and ongoing needs

, 228, 238

“co-creation” process

, 52

“co-evolution” process

, 52

communication with customer’s decision makers

, 229

criticism

, 102

customer-driven organizational focus

, 63

customer-focused marketing organization

, 46–47

customer-focused organizational structure

, 44–45, 47

customer-manager-driven organization

, 68

customer-oriented organization

, 67–68

customer-perceived value

, 236

customers researching

, 230

of editorial outsourcing

, 105

journeys

, 16

leveraging installed base data

, 230–231

problems with customer planning and daily work routines

, 183–184

requirements

, 226–227, 228, 231, 238

scrutinizing customer-activity chain

, 229–230

supporting customer value experience

, 233–234

value

, 237

verification

, 234–235

Dagens Nyheter

, 101

Data analysis

, 127

Data-mining techniques

, 204

Decision-makers

, 169

Decisional roles

, 19

Dedicated practices

, 226

Designing framework

, 131

Dialectics

, 264

Diapers in elderly care

, 83

Digital innovation

, 248

Digital marketing operations

, 247

Digital platforms

, 232–233, 237, 245

Digital technology

, 248

Digitalization

, 99, 243, 247

consequences for marketing management and organization

, 248–249

in networked society

, 244–247

Diligent Guaranteed Solutions

, 174

Direct communication

, 231

Distinctive capabilities

, 225, 228

“Divergence”

, 248–249

Diversified operations

, 152

Dual forces

, 243

management

, 248–249

Dynamism

, 23, 167

E-based support systems

, 149

Eco-system

, 246, 310

Editorial outsourcing

business model

, 96

customer

, 105

first case

, 97–98

Editorial outsourcing

business model

, 96

customer of

, 105

first case in Swedish News Industry

, 97–98

Efficiency gap

, 202–203

Electronic Data Interchange systems (EDI systems)

, 12

“Electronic firm” developing system

, 18

Electronic goods retailer

, 82–83

Embedding process

features of focal technology and

, 211

of new technology

, 210, 211

organizing

, 211–212, 218

Employees perspectives and opinions in matrix

, 33

factory manager, voice and situation of

, 37

factory support manager, voice and situation of

, 38

global partner programs manager, voice and situation of

, 38–39

industrial segment manager voice and situation of

, 33–34

voice and situation of LDU manager in China

, 36–37

voice and situation of LDU manager in France

, 35–36

voice and situation of manager of marketing and communication

, 39

Enterprise systems (ES)

, 179

Entrepreneurial company in company

, 103–104

Environmental changes

, 49

E-procurement

, 143

Equifinality

, 297

“Era of big data”

, 309

Evaluation process

, 227

Examination process

, 227

Executive Vice President (EVP)

, 300

“Expected interaction pattern”

, 164

Experience/hedonic values

, 79

Exploitation aspects

, 85–86

Extended product offering

, 225

Extended reproduction

, 262

External mechanisms structuring

, 232–233

External pushers

, 267

Factory manager, voice and situation of

, 37

Factory support manager, voice and situation of

, 38

Failures

, 104

Fanuc, Japanese firms

, 31

“Feed-the-factory” level maturity

, 144

Feedback

, 131, 132, 236

Field sales manager

, 18

Firm masters techniques

, 145

Firm(s)

, 5, 12, 44, 52, 69, 87, 196, 237, 273, 308, 311

and market organization

, 60

organizational transitions

, 258

in retail

, 142

Focal technology features

, 211

Follow-up systems, metrics and

, 135–136

Food

and beverage production

, 25

retailer

, 83–87, 89

Förenade Landsortstidningar (FL)

, 100

Formal organization

, 10

Frame development

, 127–128, 130, 133

France, LDU manager in

, 35–36

Free newspapers

, 99

“Full solution concept”

, 174

Function gap

, 200–201

Gate-keepers

, 169

GE healthcare

, 230

General “balancing” model

, 133

General Industry (GI)

, 25, 27

Global competition

, 24, 45

Global market

, 24

Global organization

, 46

Global partner program (GPP)

, 28, 32

voice and situation of manager of

, 38–39

Global sales management

, 34, 37

Globalization

, 24, 53, 55, 62, 65, 179, 259, 315

Goods-dominant logic (GDL)

, 87

comparison between GDL and SDL

, 88

of marketing

, 291

Google Maps

, 249

Grounded theory

, 117, 121, 290n5

Growth

, 17

Guangzhou University Park Business Scenario, apply SAM at

, 215

Hardware products

, 230

Harvard Business Review

, 60, 65

Hierarchy-driven system

, 64

Homburg et al. draw attention to customer-focused marketing organization

, 46–47

Hult linking organization theory

, 48–51

Human resource management

, 47

Huntleigh Technologies (British company)

, 173–174

Hybrid organizations

, 310

Hypercompetition

, 54, 56, 179

Ignored customer

, 99

Individual development

, 127, 130, 133

Individual salespeople development

, 128–129

Individual users

, 234

Industrial marketing. See Business marketing

Industrial Marketing and Purchasing approach (IMP approach)

, 273, 290n6, 292, 292n11

Industrial robot

, 27

market

, 39

world market of

, 26–27

Industrial segment managers (ISM)

, 28

in business

, 36

function

, 40

voice and situation of

, 33–34

Industry platforms/platform ecosystems

, 251

Industry segments

, 29

Influencers

, 169

Information and communication systems

, 10

Information and communication technologies (ICT)

, 10, 52

Information systems foremost IT tools, efficiency and effectiveness by utilizing

, 12

IT Tools classified along two axes

, 14

sales and marketing-related IT tools

, 13

Tacton Inc. use of IT

, 14–15

Thermo-Calc utilizing IT and social media

, 15–16

Information technology (IT)

, 12, 65, 186, 189, 192, 259

company and new sales organization

, 162–163

IT-based firm providing software

, 14–15

Thermo-Calc utilizing

, 15–16

Informational role

, 18, 19

Inside-out dimension

, 290

“Insight selling”

, 146

Instrumental rewards

, 136

Integrated communication platform

, 300

Integrated marketing communication (IMC)

, 298

Integrated solution implementation

, 173–174

Integrated view of sales management

, 126–127

“Integrated” approach

, 11

Integrative Dominant Logic of marketing (I-D Logic of marketing)

, 305

Inter-contextual contradictions

, 263–264

Interaction model

, 158, 159–163, 166

processes over time

, 166–167, 168

simplified version

, 164

“Interactive” interfaces

, 173, 174

“Interest groups”

, 263

Interface gap

, 201

Interface management, purchasing organizational designs as prerequisites for

, 167–172

Interfunctional challenges

, 305n31

Internal interaction

, 158

Internal mechanisms, establishing

, 232

International Federation of Robotics (IFR)

, 26–27

Internet of Things

, 22, 232, 246, 309, 313

Interorganizational interaction

, 158

Invisible customer

, 99

iPad

, 230

iPhone

, 230

Job profiles, recommended learning path training linked with

, 18

Journey(s)

, 282

model

, 288

product management units

, 283

product managers

, 16

strategists

, 16

Key account management (KAM)

, 110, 159

Key drivers and indicators (KPIs)

, 17

Knowledge

gap

, 257–258

knowledge-based society

, 54, 55–56

Kraljic matrix

, 148, 154

KUKA, German company

, 31

Leader role

, 126

Leadership

, 126, 134

role

, 18

sales leadership

, 134

theory

, 133

transformational and transactional leadership

, 133–134

type in sales organizations

, 133

Leadership development, efficiency and effectiveness by

, 18

Car Inc.

, 19–20

organizational features

, 9

“Leverage” products/services

, 148

Leveraging installed base data

, 230–231

Linear process view

, 226–227

Local Division Units (LDU)

, 27, 41

China, voice and situation of LDU manager in

, 36–37

France, voice and situation of LDU manager in

, 35–36

Logistics

operator

, 83

supplier

, 82–83

Long-lasting B2B relationships

, 203

Long-term relationship

, 235

Longitudinal marketing reorganization processes

, 264

Management

, 126

changes in human resource

, 47

global sales

, 37

processes

, 128

Manager

of global partner programs

, 38–39

of marketing and communication

, 39

Managerial implications

, 237–239

Managing effects

, 290–291, 296

Managing meaning effects

, 290–292, 298–299, 303

MarCom, unit responsible for marketing activities

, 28

Market Orientation Model (MOM)

, 286, 289

founding dimensions

, 291

integrative setup

, 302

M & S configuration types

, 295

three gaps

, 289–290

underlying theory for unifying marketing

, 290–293

value creation

, 296–297

view of organization and behavior in terms of meaning

, 293–296

Marketing and sales relationships (M & S relationships)

, 294

“The Marketing Coalition Company”

, 45–46

Marketing Communication Manager (MC Manager)

, 300

Marketing Concept

, 60

Marketing Exchange Company

, 45

Marketing organization

, 44, 54, 210, 308

challenges for suppliers of solutions business

, 311

change and ambiguity

, 265

circular process model

, 266

content marketing and automation

, 312–314

to dealing with customers in public sector

, 308–309

marketing change episodes and transitional changes in

, 263

models and change

, 258–260

new business landscape with well-informed and capable procurement organizations

, 308

organizing of pricing

, 314

partnering strategy

, 312

perspectives on

, 72, 73

practical problems and topics for research in

, 308

(re-)organizing of markets

, 309–310

research

, 44

roles and responsibilities in practices

, 310–311

structures/configurations

, 259

transition processes in

, 261–262

transitions

, 267–268

underlying external drivers for changes in

, 259

Marketing organization issues

, 53

adaptation of business practice, marketing practice

, 65–66

and application

, 71

continued interest in

, 63

continued interest in marketing’s interactions with internal functions

, 69–71

investigating shifts in marketing’s general role

, 68–69

market and customer-oriented organization

, 67–68

in marketing management textbooks

, 61–63

marketing’s strategic role and connection to business management

, 69

Marketing organization issues

, 54, 60–61

Marketing organization revisited

, 44

Achrol’s view of new organizational forms

, 45–46

continued interest in marketing organization issues

, 63–72

early marketing organization issues

, 54, 60–61

Homburg et al.

, 46–47

marketing organization issues in marketing management textbooks

, 61–63

new marketing capabilities and Hult linking organization theory and marketing

, 48–51

new organizational circumstances

, 53–54, 55–56, 57–59

perspectives on marketing organization

, 72, 73

Marketing re-organization in globalized market

challenges

, 39–40

competitors

, 31

complexity theory

, 41

customer approach of robotics

, 31–33

development of robotics’ business

, 29–30

dynamism

, 23

employees in matrix

, 33–39

marketing reorganization in ABB Robotics

, 25–26

organization of robotics

, 27

organizational description

, 27–29

“white paper” approach

, 40

world market of industrial robots

, 26–27

Marketing reorganization

in ABB Robotics

, 25–26

as change episodes in moving context

, 262

dynamics

, 257–258

and inter-contextual contradictions and tensions

, 263–264

marketing organization models and change

, 258–260

practice

, 53

process model

, 265–267

processes

, 24, 257–258

Marketing-Driven Devil’s Advocacy

, 294, 294n15, 298

Marketing/market

, 79, 146, 243

actions

, 249

change episodes

, 263

communications manager

, 29–30

condensed and systematic comparison between two perspectives

, 277

contrasting views on

, 271–276

coordinative role

, 47

development

, 99

function

, 52, 66

general role and influence within firm

, 68–69

Hult linking organization theory and

, 48–51

implications for

, 276–283

leader

, 26

logics

, 306

management

, 249

managers

, 262

market-driving

, 306n36

market-oriented organization

, 67–68

new marketing capabilities

, 48–51

as perspective of organizing

, 286–288

practice

, 65–66

propositions for marketing management and organizations

, 249–251

research

, 230, 308

and role of new technical platforms

, 247–248

and sales

, 3–4, 6–7

in Silo World

, 71

strategic role and connection to business management

, 69

structures

, 245

surveys

, 300

transition processes

, 260

voice and situation of manager

, 39

underlying theory for unifying marketing

, 290–293

“Markets-as-markets” perspective

, 271–272, 276, 310

Markets-as-networks

, 272–276, 281

ARA model

, 273

basic features

, 274

empirical illustration

, 275

IMP approach

, 273

Mass production

, 228

Matrix

employees in

, 33–39

organizations

, 150

Mature organizations

, 145

Maturity framework

, 144

McKinsey report

, 247

Media industry

, 246

Meta-analysis role

, 204

Metal fabrication

, 25

Metrics and follow-up systems

, 135

Metro newspapers

, 99

Migrated marketing

, 259

“Moral agent”

, 134

Motoman, Japanese firms

, 31

Multiservice Delivery Platform

, 246

Mutuality, organizing

, 157–175

Network

delimitations

, 280–281

pictures

, 280–281

structures

, 280–281

Networked business world, organizing marketing and sales in

, 269

challenges

, 277–281

contrasting views on markets

, 271–276

coordination and communication in business interactions

, 282–283

implications for marketing, sales, and purchasing

, 276–281

implications for organization of sales and marketing

, 281–283

News industry, VUCA contexts in

, 96–97

Next generation CRM tools

, 205

architecture of CRM sense-making tool

, 203–205

CRM tools’ main contributions

, 197–198

gaps between sales needs and CRM tools

, 200–203

sales activities

, 198–200

NOFAC production

, 29

Noncontingency setup

, 291n9

“Noncritical” products/services

, 148

Objectives

, 127

Offer management, problems with

, 181–182

Offerings

, 51, 114, 129, 245

Order management, problems with

, 181–182

Organization(al)

adaptation

, 62

ambidexterity

, 242

arrangements

, 282

to business trends

, 65–66

challenges

, 92–93

changes

, 145

culture

, 10

description

, 27–29

drivers for change

, 53–54

goals

, 129

principles

, 53

process

, 4

of robotics

, 27

tools

, 15

units

, 129

variety

, 282

Organizational balancing

, 127, 133

data analysis

, 127

developing integrated view

, 126–127

development of individual salespeople

, 128–129

example

, 129–132

frame development

, 127–128

general model discussion

, 132–133

leadership type in sales organizations

, 133–135

metrics type and salesperson profiles

, 135–137

Organizational change, focal phenomenon and driver of

, 244

industries and market structures

, 245

offerings

, 245

platforms and infrastructures

, 245

users/consumers

, 244

Organizational circumstances, new

, 53–54

general marketing changes and role of marketing

, 55–56

three organizational issues

, 57–59

Organizational designs

, 150–153

Alfa Laval

, 11

Cisco

, 11–12

efficiency and effectiveness by changing

, 11

“Organized behavior systems”

, 60

Organizing business, several emerging difficulties with

, 191–192

Organizing of marketing

, 18, 243, 288, 293

Organizing of pricing

, 314

Organizing sales

, 21, 23, 192–193, 283

Outcome-oriented system

, 135

Outside-in dimension

, 290

Outsourcing

, 62, 65, 103

sales activities

, 19–20

solution

, 116

tasks

, 106

See also Editorial outsourcing

Partnering strategy

, 312

“Perceived ease of use”

, 196

Perceived usefulness

, 196, 202

Personalization

, 117–119, 122, 157–158, 247

Pharmaceutical industry

, 25

Platform governance

, 249

Platform management research

, 247

Platforms and infrastructures

, 245

Postdeployment

, 226, 227, 235

phase

, 235

support process

, 226

Potential business improvements

identifying problems and improving business

, 180

by organizing business practices using CRM tools

, 184–185

organizing sales and utilizing CRM tools

, 192–193

pricing, mix, and profitability management

, 185–187

rethinking traditional business practices

, 178–179

sales efficiency as automation of customer management

, 190–191

several emerging difficulties with organizing business

, 191–192

unorganized business practices as sources of problems in business

, 180–184

value-based selling for increased service orientation

, 187–189

Predictivity

, 224

Pricing

, 86–87

mix, and profitability management

, 185–187

problems with

, 182–183

tool

, 186, 192

“Primary coordinators”

, 46–47

Private sector

, 153

“Probationary business rationalization”

, 117–119, 122

“Process integration”

, 145

Procurement practices

behavior of purchasers/purchasing organizations

, 143

codevelopment process

, 141–142

corporate purchasing

, 142

implications of purchasing development for sales

, 154–155

maturity models

, 144–146

organizational designs

, 150–153

private vs. public sector

, 153

professional approach to purchasing

, 146–150

purchasing challenges in moving from product to solutions

, 154

purchasing function

, 143–144

Procurement

, 143

function

, 150

organization designs

, 150

organization in search for matching interface designs

, 169–172

process

, 106

Product(s)

, 6

cell initiatives

, 29

customer orientation, vs.

, 294n13

development

, 26, 34, 228, 276

planning

, 232

product-agnostic components

, 249

product-based business

, 6, 311

product-centric doctrine

, 224

product-centric view

, 225

product-oriented companies

, 288

product-value oriented

, 225

“products-based” business

, 173–174

selling and capability challenges

, 89

technology of supplier

, 164

Professional approach to purchasing

, 146

category management

, 149–150

mature purchasing organizations

, 146

purchasing process

, 147–149

Profitability

, 17

of business area

, 180

pricing, mix, and profitability management

, 185–187

Public organizations

, 142

Public Procurement Act (PPA)

, 153, 308

Public sector

, 153

Purchase price

, 80–81

Purchasers

, 169

Purchasing

, 143, 146–149

activities

, 142

challenges

, 154

coordination

, 145

development implications for sales

, 154–155

expenditures

, 142

implications for

, 276–281

managers

, 143

maturity dimension

, 151

operations

, 142

organization

, 145, 146, 149

professional approach to

, 146–150

Quasi-market

, 45–46

“Quasi-organization”

, 45–46

“Quick fix” efforts

, 144

R&D

, 38, 61, 62, 171, 184, 187, 268

Rational strategies

, 122

(Re-)organizing marketing, consequences for processes of

, 251–252

(Re-)organizing of markets

, 309–310

Regional organizations

, 41

Relational strategies

, 122

Renewed toolbox

, 8–10

Reprogrammability

, 248

Resource interaction

, 216–218

of new technology

, 211

perspective

, 211

Responsive system integration

capability organization

, 233

establishing internal mechanisms

, 232

organization

, 231, 238

structuring external mechanisms

, 232–233

Return on Investment (ROI)

, 197

Revenue generation

, 81

Reward system

, 7, 10, 17, 127–128

Robotics

, 25

business development

, 29–30

customer approach

, 31–33

Division of ABB

, 25

organization

, 27

Roles

, 128

Sales

activities

, 198–200

control

, 10

culture

, 133

efficiency

, 109, 190–191

efficiency gap

, 202–203

function gap

, 200–201

gaps between sales needs and CRM tools

, 200

implications for

, 276–283

interface gap

, 201

leadership

, 10, 134

manager

, 129

and marketing

, 11, 70, 159, 232

organizational variety and ongoing processes

, 281–282

organizations

, 146, 308

process

, 4

program

, 185–186

purchasing development implications for

, 154–155

sales-bid process

, 14–15

sales-design principle

, 159

sales-force challenges in solution-based selling

, 90–92

stars

, 192

status gap

, 201–202

techniques

, 136

Sales management

, 19, 132

integrated view

, 126–127

team

, 115

Sales organizations

contemporary developments and challenges in

, 6–8

efficiency and effectiveness by changing organizational design

, 11–12

efficiency and effectiveness by developing staff including methods

, 16–18

efficiency and effectiveness by leadership development

, 18–20

efficiency and effectiveness by utilizing information systems foremost IT tools

, 12–16

renewed toolbox

, 8–10

value creation in contemporary B2B business

, 4–6

VARs

, 21

Sales strategy

purchasing maturity and interface design as prerequisite

, 172–175

purchasing organizational designs as prerequisites

, 167–172

Salespeople

, 77–78, 196, 198

Salesperson profiles as selling solutions

, 135

competence and skills

, 136–137

metrics and follow-up systems

, 135–136

Sandvik Coromant manufacturing firm

, 309

Sandvik Corporation

, 179, 180, 182, 188

Sandvik Materials Technology (SMT)

, 180, 185

Sandvik Standard Customer System (SSCS)

, 190

SCARA robots

, 27

Scrum teams

, 283

Scrutinizing customer-activity chain

, 229–230

Secure Communications

, 169–171

Segmentation tool

, 148

Self-balancing organization

, 64

Self-regulating

organization

, 64

process

, 64

“Self-transforming” marketing system

, 262

Selling

insights instead of selling solutions

, 188

process

, 114

Selling solutions, metrics type and salesperson profiles as

, 135–137

Semiotics

, 299n22

“Sense-acting”

, 199

Sense-making

activity

, 199

CRM tool

, 203

exercise

, 198–200

sense-making-for-self

, 199

“Sense-playing”

, 199, 203, 205

SEROP production

, 29

Service Dominant Logic (SDL)

, 5, 88

“Service in use”

, 164

Service orientation, value-based selling for increased

, 187–189

Service-based logic of business

, 310

Service-dominant logic (S-D logic)

, 52, 292

Service-dominated business landscape, value-based selling in

capability challenges in solution business

, 89–90

limitations of value-in-use pricing

, 87–89

organizational challenges

, 92–93

product selling vs. value-based selling and capability challenges

, 89

sales-force challenges in solution-based selling

, 90–92

understanding and estimating value

, 82–87

value in B2B and B2G

, 79–82

“Servitization”

, 89

organizing capabilities in

, 223–239

Shared symbols

, 261–262

Shopping center business Scenario, apply SAM at

, 215–216

Shouters

, 98n9

Signal Solutions

, 169–171

“Silo busting”

, 71

“Silo Organizations”

, 71

Simple reproduction

, 262

Skills

, 136–137

competence and

, 136–137

Smart Area Management System (SAM System)

, 212

capability platform

, 212

capability platform developing (2010)

, 213–214

in different business settings

, 214–216

Smart area monitoring

, 217

Social accountability

, 54, 56

Social interface knowledge

, 220–222

Social media, Thermo-Calc utilizing IT and

, 15–16

Social-material value creating process

, 89

Sociotechnical embedding process of new technology

, 212–216

analysis

, 216

conceptual interface-specific outcome knowledge

, 218

embedding process of new technology

, 211

features of focal technology and embedding process

, 211

organizing embedding process

, 211–212, 218

resource interaction

, 211, 216–218

specific interface knowledge

, 218–222

theoretical framework

, 211

Solution business

, 78, 286, 297, 301

capability challenges

, 89–90

Solution deployment

, 226, 233

Solution development

, 225, 227, 228, 232

Solution optimization

, 238

Solution sustainability in network

, 235, 239

Solution-based selling, sales-force challenges in

, 90–92

Solutions business

, 89, 231

Solutions-based business

, 6, 310

Solving effect

, 267

“Sourcing”

, 143

Specific interface knowledge

, 218

social interface knowledge

, 220–222

technical interface knowledge

, 219–220

“Specified” interfaces

, 173

SPIN method

, 136, 169

“Split vision”

, 279

Sports article

, 96

Staff development, improving efficiency and effectiveness by

, 16

“Electronic Firm” developing system

, 18

“Weather Forecast” developing new KPIs

, 15–17

Stakeholders

, 13

Standardized interfaces

, 172

Standardized purchasing processes

, 117

Status gap

, 201–202

Strategic intent

, 303

Strategic linking function

, 232

Strategic networks

, 272

“Strategic” products/services

, 148

Structural disruption

, 99–100, 108–111

Structural evolution

, 108–111

Structural stability

, 108–111

Structural transformation

, 108–111

Structural transition of marketing organization

, 260

Successive stabilizations

, 167

Superior products

, 181, 187

Supplier relationship management (SRM)

, 153

Supply chain orientation

, 145

Sustainable and customer-oriented view on solution

, 226–227

Sustainable customer solution

, 227, 228

creating and delivering

, 223

distinctive capabilities

, 228

ensuring continuous customer value creation

, 233–235, 239

managerial implications

, 237–239

organizing responsive systems integration

, 231–233, 238

required capabilities for managing product and solution

, 239

sustainable and customer-oriented view on solution

, 226–227

sustaining solution in network

, 235–237, 239

understanding customer’s actual and ongoing needs

, 228–231, 238

SvD

, 96, 107–108, 110

hard times for all and hard choice for

, 105–106

Svenska Dagbladet

, 97, 101, 105

Swedish News Industry

, 97–98

Symbolic/expressive values

, 79

Tacton Inc.

, 14–15

Technical interface knowledge

, 219–220

Technical platforms

, 245, 249

Technological leadership

, 181

Technological shifts

, 98

Technology embedding process

, 218

Tensions

, 263–264

Thermo-Calc utilizing IT and social media

, 15–16

Tidningarnas Telegrambyrå. See TT Group

Traditional customers

, 99

Traditional manufacturers

, 229

Traditional marketing organization issues

, 64

Traditional product companies

, 228, 235

Trans-organizational

firm

, 63

systems

, 243

Transactional leadership

, 133–134

Transactional management

, 153

Transformation

, 262

process from products to solution sales

, 95–111

structural

, 108–111

transformational leadership

, 133–134

Transition

, 262

processes in marketing organizations

, 261–262

transitional changes in marketing organizations

, 263

“Translation” interfaces

, 173, 174

Trial and error process

, 103, 109, 110, 199

TT Group

, 97n5, 101, 107, 110

decision to save TT

, 100–101

TT News Agency

, 96

Turbulent environments

, 45–46

Unified marketing organizations

, 61

Unorganized business practices as sources of problems

, 180

problems of inefficiency of business

, 180–181

problems with customer planning and daily work routines

, 183–184

problems with offer and order management

, 181–182

problems with pricing and value

, 182–183

Users

, 169, 244

Value

in B2B and B2G

, 79–82

diapers in elderly care

, 83

disciplines

, 5

electronic goods retailer

, 82–83

food retailer

, 83–87

merchants

, 92

problems with

, 182–183

understanding and estimating

, 82

Value adding resellers (VAR)

, 12, 21

Value-based pricing

, 233

Value-based selling for increased service orientation

, 187–189

Value-based selling in service-dominated business landscape

capability challenges in solution business

, 89–90

limitations of value-in-use pricing

, 87–89

organizational challenges

, 92–93

product selling vs. value-based selling and capability challenges

, 89

sales-force challenges in solution-based selling

, 90–92

understanding and estimating value

, 82–87

value in B2B and B2G

, 79–82

Value-chain orientation

, 145

Value-creation

, 4, 52, 158

in contemporary B2B business

, 4–6

efficient and effective interface design

, 163–167

expected distribution of roles, interfaces, and exchange

, 165

interaction model

, 159–163

options

, 80, 87

principles of designing sales and marketing organizations

, 159

purchasing maturity and interface design as prerequisite

, 172–175

purchasing organizational designs as prerequisites

, 167–172

Value-in-use analysis

, 84–87

Vendor-rating systems

, 145

Virtual offices

, 143

Voice and situation

of factory manager

, 37

of factory support manager

, 38

of industrial segment manager

, 33–34

of LDU manager in China

, 36–37

of LDU manager in France

, 35–36

of manager of global partner programs

, 38–39

of manager of marketing and communication

, 39

Voices

, 24, 33, 114, 181

Volatility, uncertainty, complexity, and ambiguity (VUCA)

, 108, 111

accepting premise of customer

, 101–102

case of transformation, disruption, stability, and evolution

, 108–111

competitors

, 106–107

customer orientation in action

, 102–103

decision to save TT

, 100–101

entrepreneurial company in company

, 103–104

first case of editorial outsourcing in Swedish News Industry

, 97–98

hard times for all and hard choice for SvD

, 105–106

invisible and ignored customer

, 99

new content delivery partner

, 108

in news industry

, 96–97

similar proposal, pricing with different attitudes

, 107–108

structural disruption and company crisis

, 99–100

Svenska Dagbladet

, 105

technology, products, and selling

, 104–105

trial and error process

, 103

Volvo Car Group

, 246

“Weather Forecast” developing new KPIs

, 16–17

Well-informed buyer

, 12–13

“White paper” approach

, 40

Wider spectrum of organization theories

, 71

“Win–lose” business

, 122

Win–win concept

, 121–122, 188

Wireless Internet solutions

, 230

Work mode

, 147, 149, 272, 275

World market of industrial robots

, 26–27