Innovation in technical products has traditionally been explained through engineering excellence, technological advancement, and research and development capability. While these factors remain fundamental, they do not sufficiently account for the divergent market outcomes observed among technically comparable products in global B2B markets. This paper argues that the success of technical products increasingly depends on commercial strategy—the set of managerial decisions that shape how technical innovations are positioned, priced, adapted, and scaled across international markets.The study advances the argument that innovation outcomes in global B2B contexts are shaped as much by commercial strategy as by engineering capability. In markets characterized by standardized technologies, formalized procurement processes, and intense price competition, technical superiority alone rarely guarantees commercial success. Instead, firms must strategically align innovation decisions with market entry choices, value proposition design, pricing logic, and customer decision-making structures. This alignment requires managers to move beyond engineering-centric views of innovation and adopt a commercially informed strategic perspective. From a business management standpoint, the paper conceptualizes commercial strategy as an integral driver of technical product innovation rather than a downstream execution activity. It examines how commercial strategy influences key innovation-related decisions, including the selection of target markets, the configuration of product offerings, and the prioritization of innovation investments. The analysis highlights how global B2B firms use commercial strategy to translate technical capability into market relevance under varying institutional, competitive, and cultural conditions. The article develops a conceptual model that explains how commercial strategy mediates the relationship between technical innovation and global market performance. The model illustrates how strategic choices related to pricing, positioning, and organizational coordination shape innovation trajectories and commercialization outcomes. By focusing on managerial decision-making beyond engineering, the study provides a nuanced explanation for why firms with similar technical resources achieve different levels of success in global B2B markets. This paper contributes to the literature on product innovation and business management by reframing innovation as a commercially driven strategic process in global B2B contexts. It offers theoretical insights for scholars examining innovation beyond technological determinism and provides practical guidance for managers seeking to enhance the global performance of technical products through coherent commercial strategies. By integrating innovation, strategy, and global market considerations, the study advances a more comprehensive understanding of technical product success in contemporary B2B markets.
BAYRAM TÜRKOĞLU (Fri,) studied this question.