ABSTRACT
In this chapter, the author discusses how Fiberline started focusing on sales to counter the difficult situation they were in by constructing a new narrative about how profiles should be sold. She shows how this new narrative was connected to the basic narrative, which meant that the effect wasn't a disruption of the original conception of self or context but rather an adaption of it to present circumstances. The author illustrates the events from around the middle of 1981 to the middle of the 1980s, putting particular pressure on this part of the basic narrative, forcing the construction of a more concrete image of the context that better accounted for the company's reaction in the difficult situation in which it found itself. Considering the general market conditions for the Danish plastic industry in the period suggests that it wasn't just the structure and routines of Dukadan that hindered their success in selling profiles on the Danish market and that other elements were involved.
