Wilson, H and Daniel, Elizabeth
(2007).
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| DOI (Digital Object Identifier) Link: | https://doi.org/10.1016/j.indmarman.2006.06.015 |
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| Google Scholar: | Look up in Google Scholar |
Abstract
The maturing of e-commerce, the diffusion of call centres into the B2B space and purchaser demands on price and service are leading to rapid change in the route to market in many B2B sectors, with shifting combinations of channels being offered to the customer in the search for advantage. In this situation managers can no longer rely on the channel resources that they have assembled to provide their extant competitive position. Instead they must be able to combine resources in new ways, gain additional resources and dispose of superfluous resources, and to do this repeatedly and rapidly if they are to compete successfully. The term 'dynamic capabilities' has emerged in the strategic management literature for these activities. Using four case studies and the analytic induction approach to data analysis, we identify seven dynamic capabilities for channel transformation.
| Item Type: | Journal Item |
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| Copyright Holders: | 2006 Elsevier Inc. |
| ISSN: | 0019-8501 |
| Keywords: | marketing channels; business-to-business; dynamic capabilities; resource based view; case studies; analytic induction |
| Academic Unit/School: | Faculty of Business and Law (FBL) > Business > Department for Strategy and Marketing Faculty of Business and Law (FBL) > Business Faculty of Business and Law (FBL) |
| Item ID: | 11322 |
| Depositing User: | Jackie Fry |
| Date Deposited: | 06 Aug 2008 11:00 |
| Last Modified: | 08 May 2019 16:05 |
| URI: | http://oro.open.ac.uk/id/eprint/11322 |
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