Jan Bodin

Customer involvement in a technical product development process : time to implement a service-dominant logic perspective?

In mainstream marketing the full potential of customer involvement is still largely over-looked. Value is mainly seen as created by the firm, built into products and delivered or marketed to custom ...

Marketing Management in Geographically Remote Industrial Clusters : Implications for Business-to-Consumer Marketing

This book is the first to cover marketing management issues in geographically remote industrial clusters (GRICs). The phenomena of GRICs have increased in importance, especially in the Nordic countries, due to changes in industry structures as well as political ambitions. The practice of marketing and marketing management is not singular to industry clusters in Nordic countries. Remote areas in parts of the United States, South and Central America, and South East Asia exhibit similar tendencies. The problems faced by many entrepreneurial managers managing start-up or even existing enterprises are complex and require an in-depth understanding not only of the problems themselves, but also of the contextual framework in which these problems need to be solved. This book contains original cases that cover issues like cluster formation, information gathering, marketing strategies and operations, and information-technology. Examples come from industries like textile & furniture, automobile, agro-machinery, food, wine, software, and management consulting. Contents: Introduction: An Introduction to Geographically Remote Industrial Clusters Formation and Growth of Geographically Remote Industrial Clusters Smaller Manufacturing Enterprises in Geographically Remote Industrial Clusters Business-to-Consumer Marketing Management Marketing Management and Cluster Dynamics Notes on Case Analysis Collected Cases: Formation of Geographically Remote Industrial Clusters: Instinctive Formation of an Industrial Cluster Athelia ia How Can an Old City Survive the Death of French Shipyards? Closing the Distance between Two Furniture Clusters ia M?belriket in Lammhult and Tibro Interi?r in Tibro Social and Environmental Value-Based Cluster Development ia The Dilemma of Wishing to Do Good by Selling Textile Goods The Textile Firm ZEEL S.A. or the Never-Ending Story of Marketing as Levitts i°Cinderellai± Interactive Recycling ia Service Innovation in a Green Cluster Internal and External Information Needs of Geographically Remote Industrial Clusters: Downturn for a Manufacturing Company in a Geographically Remote Industrial Cluster Saab ia A Case of Emergency Connecting Strategy with Functional Practice in the Automobile Industry Cluster Development and Marketing Challenges for a Regional Biorefinery Cluster Marketing Management Operations and Strategies of Geographically Remote Industrial Clusters: Sweet and Sound with Xylitol Revitalizing Agro-Machinery Manufacturing in Tanzania ia The Case of IEL Skagenfood A/S in the Northern Jutland Seafood Cluster ia Decisions to Develop the Business Growth Challenges in Small Manufacturing Ventures from Emerging Economies ia The Evidence from Moldova Winery Startup within a Wine-Producing Cluster Convergence and Differentiation in Regional Know-How ia The Case of Central Otago Pinot Noir Information Technology Issues and Geographically Remote Industrial Clusters: Software Development in a Remote Geographic Location ia The Case of TextFlow National Computer Services, Inc. ia Market Options for a Small Middle Eastern IT Company Golf Goes Virtual with GOLFZON Readership: Students studying marketing management, business professionals involved in managing industrial clusters, policy makers, government officials and economics and regional development specialists. Key Features: The area of cluster development is viewed from marketing management and SME perspectives and not from economic or regional development perspectives Provides a way of structuring clusters regardless of how challenging the economies are

Part III: Marketing Management Operations and Strategies of Geographically Remote Industrial Clusters

To grow or not to grow? This is not a rhetorical question for Tamara Popa, the co-owner and Executive Director of VM-Plumcom Ltd. Clearly it is the former part of the question that is on Tamara’s agenda. The challenge thus is how to grow, a challenge that has been amplified for the last couple of years by the global economic crisis and recession, especially in the international markets VM-Plumcom Ltd. has been serving. Since the time of the crisis in 2008, the revenue of the company dropped by 12% in 2009, with export sales dropping by 14% as compared to 2007. As the number of orders decreased during this period, VM-Plumcom Ltd. even stopped the production process in 2010 since the stock had piled up during the previous year. On top of the global economic crisis, VM-Plumcom Ltd. also experienced severe drought that heavily affected the yield of fruit and vegetables that are the company’s raw material. Despite all this, Tamara strongly believes in a positive outlook for her business. The sales picked up in 2010 and reached the 2007 level. In a way this was due to the fact that two years ago VM-Plumcom Ltd. received organic certification that brought new, bigger business opportunities. Tamara has plans for the medium term to invest in and launch new products such as nut kernels; puree, juice, and nectar from peach, apricot and apples; dried vegetables; and frozen fruit and vegetables. To achieve these objectives, Tamara expects to invest over

Advances in consumer electric vehicle adoption research : A review and research agenda

3 million in new equipment and production capacity, and increase the number of permanent staff to between 100 and 150 employees over the next three years. This is a case study about the emergence on an international new venture (INV) that is in the business of processing fruit and vegetables. It is also about how this INV from an emerging economy internationalizes rapidly and successfully into the EU market.