Abstract

This study examines the build-up of commercialisation competence when a firm moves from concept development to the first customer reference. During this period, substantial learning on commercialisation occurs as the firm develops an understanding of the fit between the business environment and the new product, which helps the firm improve its strategic marketing decisions. This process builds the innovator firm’s commercialisation competence which makes it possible for the firm to succeed in acquiring the first reference. The study draws on the literature on innovation management concerning innovation competence, commercialisation of innovations, and reference marketing. Employing qualitative multiple case analysis, this study generates a dynamic model for commercialisation competence build-up and identifies strategic marketing, market preparation/creation and sales creation as key competence groups for commercialisation with a total of 14 sub-competences. The developed framework serves as a managerial tool to determine critical steps in commercialisation and the required commercialisation competences.