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The purpose of this study is to describe and analyse the business model of product-oriented house-building companies and, hence, bridging the gap of knowledge on this topic. Product-orientation implies an alternative approach to house-building, requiring new knowledge about business models and its characteristics. The balance and fit between the main business model dimensions is specifically focused on to emphasise the importance of a holistic approach.

This study is based on a case study with two leading Swedish, product-oriented house-building companies. Semi-structured interviews with company executives, document studies, site and factory visits, along with seminars at the companies are the main data sources. Theories on business models and product orientation form the theoretical foundation for the study.

The case studies describe two successful companies that used end-customer knowledge to identify a target segment, develop an offering and sequentially increase control over the production and supply chain, with limited investments. This indicates that a market-based outside-in perspective is a successful approach to establish viable house-building concepts with a balance between the business model’s dimensions.

The knowledge brought forward in this study is beneficial for practitioners that can learn about product-oriented house-building and how this must be reflected in the company’s business model to be successfully applied.

The study brings forward knowledge about house-building business models that can contribute to increased house-building targeted on certain customer segments. This can be beneficial in terms of decreased costs and increased volumes of new-built, high-quality homes for a variety of customers on the market.

Business models for product-oriented house-building companies are a scarcely covered topic in previous research, and hence, this study provides knowledge of interest for both researchers and practitioners. The case studies reveal unique information of how two companies developed their successful concepts.

In this paper, the authors elaborate the notion of a hybrid factory: factories in which some production capacity is dedicated to process‐oriented manufacturing, and some is dedicated to product‐oriented manufacturing. We present the results of a field study of one such factory and, using it as an example, develop a list of eight issues that may arise as a part of implementing and managing a hybrid factory. Where possible, we tie these issues into existing research streams. We show how our field site addressed these issues and, based on their experience, suggest new areas for investigation by researchers. An examination of the way our field site implemented and managed a hybrid factory also provides insight for managers facing similar situations.

The Dutch version of sociotechnical systems design called “modern sociotechnology” stresses that the quality of working life is dependent on the choice for a certain “production structure”, i.e. the physical layout of operations. Two propositions about this relationship are derived from modern sociotechnology, and tested on a sample of Dutch textile companies. No empirical support is found for the propositions. The implications of these findings are discussed.

Based on a survey of 205 CEOs in the UK engineering industry, demonstrates that engineering companies have made a small, but progressive, move towards implementing a marketing orientation philosophy, but need to do much more if they are to be internationally competitive. In the survey 40 per cent of the firms were either product or production oriented, 7 per cent of them classified themselves as sales oriented and only 53 per cent of the companies professed to be marketing oriented. Marketing orientation tends to be overstated, as the role of marketing is largely seen as one of selling with emphasis on communications. Market research is extremely poorly funded. Planning tends to be short term and financially oriented. Provides evidence that marketing‐oriented firms are more likely to achieve higher profits than those that are not.

The purpose of this paper is to analyse the use of a product‐oriented layout and a work‐cell strategy in order to maximise efficiency. These two categories of layout strategies are discussed separately, and are then used collectively in an analysis of the company. The aim is to understand how improvements on layout design could positively impact the future efficiency of the case study company.

A model was developed and measured using 26 weeks of data between the fourth quarter of 2009 and the first quarter of 2010 during layout transformations at the case study company based in upstate New York. The model compared variables such as the distance traveled to retrieve parts, average daily output of engines, labour cost per unit produced, and the amount of time the engine remains in each cell; the aim of which is to increase the efficiency of the facility.

The findings indicate that there is a strong correlation between the variables improved at both the cell‐structures and the product‐structures of the facility and the overall efficiency of the manufacturing facility itself. The results also show that an overall higher efficiency allows for the facility to handle much larger workloads and also drives down both short‐run and long‐run costs. The outcomes also allow for a suggestive redesign of the facility in order to further maximise efficiency. However, it was found that the amount of time a product remains in each cell on the assembly line does not have an effect on the overall output of diesel engines.

Various studies have been conducted focusing on the “facility layout problem,” yet thorough analyses of the redesigning of layout in regards to efficiency are not as available. Instead, an understanding of the topic was derived through sources focusing on the specificities of manufacturing layout.

This paper describes layout efficiency through redesigns and layout using work‐cells in a product‐oriented environment. This study would be useful to manufacturers having low variability in their product and having the ability to use work‐cell layout within their facility.

Although it is often posited that quality circles are an instrument for improving both efficiency and quality of working life, little systematic research has been done. In 1985 therefore, the Dutch Ministry of Social Affairs and Employment initiated a research study. Describes the results of this study in seven Dutch organizations about the effect of quality circles on the quality of working life. First presents an analytic model in which the main assumption is that the structure of the production process can be considered as an important contingency for the success of quality circles. Next, examines seven cases of Dutch quality‐circle programmes. These programmes are analysed using the above mentioned framework. One of the main overall conclusions is that whether quality circles are a means to improve the quality of working life or not is, among other factors, determined largely by the characteristics of the production structure. Therefore, more attention should be focused on the given production structure of organizations whenever quality circles are initiated.

While significant empirical work exists around the conceptualization of the notion of market orientation, as well as its relation to company performance, little empirical work has attempted to sketch how a firm's behavior alters when the principles of market orientation are adopted. In this study, the authors investigate empirically the notion of market orientation continuum, according to which companies can be classified depending on the degree of adoption. Next, the behavioral implication of the company's position on the continuum is investigated. Moreover, the role of the company's market environment in explaining the degree of market orientation adoption and its classification along this continuum is also assessed. Finally, the behavioral consequences of this classification are considered.

The point of departure for this chapter is a notion that firms at times find it difficult to develop their solution-oriented businesses and to have a broader understanding in their organizations of what this changed orientation really means.

The author looks into prevailing perspectives on marketing as such and creates a “map” that organizes marketing logics into a dynamic whole for value creation and change based on theoretical points of departure. Supported by this map, she tailors out a missing perspective based on a sense-making view that could be fruitful for companies to apply. It is basically to create a stronger awareness of and influence from a branding perspective (also in B2B). Based on an empirical example she points at barriers and enablers in implementing such a change of marketing perspective. She also addresses the implications of such a change on organizing and not least the connections between sales and marketing.

This chapter points forward as a way to release energy and to find direction for the development toward a solution-oriented business.

Describes how a marketing orientation can enable health care organizations to plan the service provision most likely to meet consumer need and to be both effective and efficient. The author offers a model to explain the different approaches that organizations may choose to take to manage the market and explains why a market orientation is the most appropriate approach whether or not the organization is concerned with financial profit.

Distinguishes between consumers and customers, shows how these two groups′ requirements of a particular service often differ; proposes that services within health care need to be marketed to both categories. Recognizes the need for the health and social care services to be more market‐oriented. Offers guidelines for introducing or increasing market orientation which are applicable to a large range of service organizations; lists and discusses 13 pointers which are relevant from the viewpoint of the purchasing/ commissioning organizations and the service providers.