ABSTRACT
Fiberline's market focus, as formulated in the narrative of sale, was very broad. The tendency to perceive Fiberline's potential markets very broadly was strengthened by the vulnerability Fiberline felt when it lost the business of E Rasmussen Industri in the beginning of the 1980s. This loss made the company conceive of the broad market focus as a safeguard against becoming too dependent on only a few large customers. The author discusses how Fiberline's market focus developed and considers the role of this development in the company's growth. She also discusses how the market area was diversified and considers the influence of the company's self-conception and image of context in this. In developing the sales organization and the sales effort to become broad, and in continuing to be unfocused on this development, Fiberline was acting according to the image of context formulated in the early 1980s and based on the company's experiences then.
