摘要 :
Monitoring customers' value-in-use (VIU) is the necessary next step in relationship management, as the emerging literature on customer success and value management shows. However, despite considerable academic and managerial inter...
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Monitoring customers' value-in-use (VIU) is the necessary next step in relationship management, as the emerging literature on customer success and value management shows. However, despite considerable academic and managerial interest, how suppliers' internal structures and processes can adequately support VIU monitor-ing-and what relationship effects can be expected from this process's execution-remain unclear. Drawing on two unique data sets, we build on supplier and customer evaluations of VIU monitoring to empirically examine the constructs' determinants and consequences. In Study 1, we survey 140 supplier firms to demonstrate that two factors positively affect VIU monitoring: top managers' support for customer success management and a supplier's ability to engage in task discourse with customers. In Study 2, we test VIU monitoring's effect on customer-perceived relationship value using data from 155 customer firms. Our results demonstrate that VIU monitoring positively affects relationship value as it is perceived by the customer firm. However, VIU monitoring is not equally important for each supplier-customer relationship. Moderator analysis reveals that a customer's absorptive learning capacity can partially compensate for a supplier's weak VIU monitoring activities.
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Suppliers in business markets are increasingly providing complex offerings, which is reflected in concepts like hybrid offerings, servitization and solution business. Such complex offerings are characterized by value propositions ...
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Suppliers in business markets are increasingly providing complex offerings, which is reflected in concepts like hybrid offerings, servitization and solution business. Such complex offerings are characterized by value propositions in which the value that emerges throughout the entire customer usage cycle builds the core element. To secure and increase this value in use, as perceived by the customers, suppliers need to establish activities of value-in-use management. This value-in-use management comprises monitoring the delivery of the promised value, and enhancing customer value in use throughout the entire lifecycle of a complex offering. This article investigates which value-in-use management activities are currently implemented by suppliers, how these activities are linked to other business processes, and what differences in value-in-use management activities exist between various types of complex offerings. By addressing these questions, this research contributes to literature by exploring post-deployment processes that affect value in use customer experience when using complex offerings. Moreover, from a managerial perspective, it reveals in which constellations measures of value-in-use management are currently implemented in practice and therefore are of particular importance. Furthermore, the results of the study may serve as a starting point to elucidate how measures of value-in-use management can be implemented successfully.
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Today, technology companies are paying increased attention to the provision of digital services, and business customers' actual usage process has become a pivotal concern. Thus, technology companies are turning their focus to cust...
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Today, technology companies are paying increased attention to the provision of digital services, and business customers' actual usage process has become a pivotal concern. Thus, technology companies are turning their focus to customer value created during usage processes, referred to as "value-in-use". This implies that the entire organization and its ecosystem must adapt accordingly. This qualitative study identifies and classifies concrete fields of action for the sales team structure, the sales role itself, the selling process, and the customer-supplier relationship. The results shed light on a value-in-use-oriented sales approach for digital services that is currently implemented in the technology industry. The theoretical contributions include a holistic perspective on a changing business environment and its impact on the sales organization as well as an explicit focus on value-in-use. Managerial implications include recommendations to adjust recruitment and training activities based on developments in the team structure and a salesperson's individual skills as well as to strengthen and extend the customer-supplier relationship.
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摘要 :
Purpose - This paper aims to examine the notion of value propositions (promises of reciprocal value between service providers and their customers), value-in-exchange and value-in-use, all within the conceptual context of service-d...
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Purpose - This paper aims to examine the notion of value propositions (promises of reciprocal value between service providers and their customers), value-in-exchange and value-in-use, all within the conceptual context of service-dominant (S-D) logic. Design/methodology/approach - Responding to calls in the recent literature for an academic critique of S-D logic, its key constructs, and its application in marketing situations of varying complexity, the paper presents a conceptual analysis of the determinants of value emphasis in value propositions from the S-D perspective. Findings - Four guiding principles are derived from a rigorous analysis of the relevant literatures. Ways are discussed in which firms might achieve greater flexibility in designing their market offerings, and thus manage different customer segments using different value propositions. The general conclusion is that the ability to communicate a firm's value propositions strategically and effectively is a new area for the development of competence at the core of competitive advantage. Research limitations/implications - The findings pave the way for empirical research into the dynamics of value propositions. Since the main focus of the conceptual framework is on the customer-provider dyad, future studies should broaden coverage to multilateral settings and networked environments. Practical implications - Factors that determine the relative emphasis in value propositions between value-in-exchange and value-in-use are discussed, and the management implications derived from each of the four principles identified. Originality/value - The paper elaborates the application of S-D logic in marketing by investigating the determinants of relative emphasis of value propositions.
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Abstract Supporting consumers’ value-in-use (ViU) emergence throughout a usage process has become increasingly challenging as, in today’s environment, usage has shifted from discrete events to continuous e-service interactions. ...
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Abstract Supporting consumers’ value-in-use (ViU) emergence throughout a usage process has become increasingly challenging as, in today’s environment, usage has shifted from discrete events to continuous e-service interactions. Although researchers acknowledge that ViU is dynamic and evolves over time, most studies treat it as a static concept. Using the empirical context of language learning applications, the authors adopt a dynamic perspective on e-service ViU and extend it with regulatory mode theory using a qualitative approach. By applying the underlying functions of self-regulation: locomotion and assessment, the authors investigate how ViU emerges throughout a usage process and establish an eight-stage ViU emergence process, ranging from initial trigger to termination. By examining a consumer’s usage, assessments, and movements, practitioners can pinpoint a consumer’s location in the ViU emergence process and take appropriate measures to further promote ViU emergence in e-services.
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Context is an inherent part of service use experiences that helps to understand when mobile services generate superior value-in-use for customers and are preferred to other services, but little research exists on the subject. In o...
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Context is an inherent part of service use experiences that helps to understand when mobile services generate superior value-in-use for customers and are preferred to other services, but little research exists on the subject. In order to fill this void, a theoretical value framework incorporating context is proposed. The findings of 85 mobile service use situations indicate strong evidence for two types of value: context value and value-in-use. Furthermore, the paper identifies new context value categories such as uncertain conditions, refines the meanings of other context and value-in-use categories, and concludes that conditional value enhances the value of mobile services.
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Purpose - The aim of this paper is to provide a literature review of the state-of-the-art and up to date concepts and measures undertaken in the research on perceived value. The purpose especially is to provide a comprehensive and...
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Purpose - The aim of this paper is to provide a literature review of the state-of-the-art and up to date concepts and measures undertaken in the research on perceived value. The purpose especially is to provide a comprehensive and systematic overview of the research on perceived value. Design/methodology/approach - The common perceived value definitions, conceptual and measurement approaches and its close relationship with important and highly researched service industry components such as service quality and customer satisfaction are discussed. Findings - This paper demonstrates underlying and foundational theories, systematises the research streams and addresses the unsolved concerns of perceived value. The paper concludes with recommendations for the future research and application of perceived value as being relevant to the service industry. Originality/value - The contribution of the paper lies in achieving a more profound understanding of the nature of perceived value for, equally, academics and industry.
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According to Vargo and Lusch (Journal of Marketing, 68:1-17, 2004a, Journal of Service Research, 6:324-335, b), service is the appropriate logic for marketing. For them, service is an interactive process of "doing something for so...
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According to Vargo and Lusch (Journal of Marketing, 68:1-17, 2004a, Journal of Service Research, 6:324-335, b), service is the appropriate logic for marketing. For them, service is an interactive process of "doing something for someone" that is valued. More radically, goods also render service and have value-in-use. In this context service becomes the unifying purpose of any business relationship. This marketing world-view involves broadening and refraining what by convention counts as service and stands in opposition to 200 years of mainstream economic logic in explaining productive capacity. In our view they have succeeded in applying their scholarly thinking to old themes with synergistic results. Their thesis challenges marketing orthodoxy, and will in our view support much future innovation in both theoretical and practical terms.
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Creating and communicating customer value is the basis of business-to-business marketing. In recent years, our understanding of the value construct and the communication of customer value propositions has undergone a fundamental c...
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Creating and communicating customer value is the basis of business-to-business marketing. In recent years, our understanding of the value construct and the communication of customer value propositions has undergone a fundamental change in perspective. This conceptual review article traces back the roots of the value concept to the early economic literature that distinguishes between two complementary perspectives on customer value: value in exchange and value in use. Building on this important distinction, we argue that the value literature has evolved from a focus on resource exchange and value in exchange to an emphasis on resource integration and value in use. Seen through this lens, we identify distinct stages of conceptualizing customer value and articulating customer value propositions and argue that a deep understanding of how value is created in a customer's idiosyncratic use situation is gaining importance in today's competitive market places.
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