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In spite of the purported positive environmental consequences of electrifying the light duty vehicle fleet, the number of electric vehicles (EVs) in use is still insignificant. One reason for the modest adoption figures is that the mass acceptance of EVs to a large extent is reliant on consumers’ perception of EVs. This paper presents a comprehensive overview of the drivers for and barriers against consumer adoption of plug-in EVs, as well as an overview of the theoretical perspectives that have been utilized for understanding consumer intentions and adoption behavior towards EVs. In addition, we identify gaps and limitations in existing research and suggest areas in which future research would be able to contribute.

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-ups 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 theses 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.

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.

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 customers. Many product development processes reflect this by emphasizing in-house centered processes possible to monitor and control by management. Today, customers are to a higher extent involved throughout the development process and companies are starting to explore the benefits of opening up the in-house process and involve customers in a more dynamic way. However, it could be argued that the customer is still seen as yet another resource that should be utilized in an optimal way.

In contrast to this in-house product development process is the service-dominant logic (S-D logic), which views customers as co-creators of value with the firm. This paper examines the mainstream logic of customer involvement in the product development process through the lens of S-D logic. A comparison between the two logics is made by highlighting the differences regarding: the role of the firm, opportunity instigator, drivers of development, knowledge & skills, role of customers, and role of management.

Via a case from the automotive industry focusing on innovation diffusion problems, issues relating to immaterial rights, what happens when the client under-value the partner’s know-how, and therefore is incorrect in their assessment and decisions are highlighted. The paper concludes by discussing both benefits and problems with implementing S-D logic in the product development process.

This paper reports the result of a project involved in investigating the perception of business and international business among artists. Eight interviews among a diverse group of artists from different countries were carried out during 2007. All of the artists are or were fellows at Academie Schloss Solitude in Germany. An exploratory research approach gave interesting findings regarding the artists’ way of perceiving their profession, their attitude towards business and business activities within their field. This also have consequences for how they defined themselves and what is needed in order to be established as a ‘real’ artist.

It is obvious that artists today are a group that can be considered running a small project based company. They need to finance their activities, distinguish the audience (customers), decide upon which project to carry out etc. Since today’s artists also are travelling in different countries to learn and explore their profession, it covers many interesting consequences connected to the field of international business. Among this small group differences could be established that might be linked to their cultural background. A special focus on their approach to fund their projects, and their (in some cases) inability to see the potential future (international) market of a product in a project is made.

This paper presents the strategic marketing changes a small, family-owned Champagne firm has experienced. The strategic and managerial decisions have a strong connection to personal preferences and career choices for the grower-producer in charge. Through recorded interviews over a 4 years period, information regarding historic decisions as well as future plans has been gathered. The case describes three generations of owner/managers; grandfather, father, and the son that presently operate the business. Due to a changing business environment none of the owner/managers decided to “just continue” with their father’s business strategy after taking over.

The grandfather established himself as a Négociant in the village, buying grapes from other growers to use in his own production. After a while he also became a broker in the region for the larger Champagne Houses. Even if he had his own press, he was also initiating the building of a co-op press in the village.

The father experienced changing market conditions mainly due to the fact that the distributors became larger and larger, thereby demanding larger and larger volumes. He tried to comply with their changing requests, but had to give up this market in the end. His option was to turn his focus to private customers and some restaurants. He also decided to sign a contract of selling part of his harvest directly to De Castellane – one of the large Champagne Houses.

The son (present operator) had, in his turn, to adapt to changing market demands. The branch organization demanded new standards for the press creating the need for investing in a new press. Expanding the market also meant finding new customers, this time in Japan. He also decided to expand the product range. Still, bound by contract instigated by his father, he continues to sell part of his harvest to De Castellane.

Analyzing the changes that have been taking place shows that strategic changes should be carefully analyzed since they have implications for a long time, and that the current situation demands a higher degree of marketing expertise than ever before. At the same time it is important to adapt to a changing market environment - not being too rigid in order to “uphold the tradition”. This might be especially problematic in an industry where the branch organization is trying to emphasize their tradition - build their competitive advantage on a strong heritage. The same is also valid within the family that has built their business over a number of generations.