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dc.contributor.authorWorm, Stefan
dc.contributor.authorBharadwaj, Sundar G.
dc.contributor.authorUlaga, Wolfgang
dc.contributor.authorReinartz, Werner J.
dc.date.accessioned2017-06-07T11:29:07Z
dc.date.available2017-06-07T11:29:07Z
dc.date.issued2017
dc.identifier.citationJournal of the Academy of Marketing Science, 45(2017)4, 490-512nb_NO
dc.identifier.issn0092-0703
dc.identifier.issn1552-7824
dc.identifier.urihttp://hdl.handle.net/11250/2444562
dc.descriptionThe accepted and peer reviewed manuscript to the articlenb_NO
dc.description.abstractManufacturers invest in customer solutions to differentiate their offerings and sustain profitability despite declining margins from goods sales. Notwithstanding strong managerial and academic interest, an examination of whether and explanations for when and why solutions translate into superior performance are lacking. We test hypotheses developed from the resource-based theory and transaction cost economics, supplemented with in-depth theory-in-use interviews, on primary and secondary data collected from 175 manufacturers. From a model that corrects for endogeneity, the findings suggest that, compared with other service offerings, solutions are associated with increased return on sales. This positive profitability effect is enhanced in firms with greater sales capabilities; it is stronger in industries with greater buyer power but weaker in technology-intensive industries. These results caution against the simplistic view of solutions as a universal route to gaining competitive advantage and aid in better identifying the role of solutions in a manufacturer’s offering portfolio.nb_NO
dc.language.isoengnb_NO
dc.publisherSpringernb_NO
dc.titleWhen and why do customer solutions pay off in business markets?nb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.source.journalJournal of the Academy of Marketing Sciencenb_NO
dc.identifier.doihttp://dx.doi.org/10.1007/s11747-017-0529-6
dc.description.localcode2, Forfatterversjonnb_NO


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