摘要 :
Facilitated by a wide array of technological advancements, interaction between customers and companies is taking new forms and shapes that go beyond traditional exchange. Companies are no longer perceived as sole goods providers, ...
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Facilitated by a wide array of technological advancements, interaction between customers and companies is taking new forms and shapes that go beyond traditional exchange. Companies are no longer perceived as sole goods providers, nor customers regarded merely as sources of money. Thus, both companies and customers are initiating new ways to support each others' value creation, that is, new value co-creation mechanisms are developed. This evolution has provided companies with a strategic impetus to reconsider their customers' roles in current business practices - a central characteristic of the contemporary discussion on value co-creation. However, not all companies necessarily benefit from value co-creation, which makes it even more important for them to carefully assess the opportunities that it entails. Thus, the purpose of this paper is to examine the strategic implications of the mechanisms of value co-creation. This is achieved through investigating the possibilities of different value co-creation mechanisms from the perspectives of economic, functional, emotional, and symbolic customer value propositions.
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Value propositions (VPs) can play a major role for the strategy development and implementation process in B2B markets. While being recognized as one of the firm's most important organizing principles, the VP concept is still poorl...
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Value propositions (VPs) can play a major role for the strategy development and implementation process in B2B markets. While being recognized as one of the firm's most important organizing principles, the VP concept is still poorly understood and executed in many B2B firms and scholarly research provides limited guidance on how to develop and implement VPs in B2B markets. This article re-assesses the VP in the context of both strategy and implementation. It undertakes a review of extant conceptual frameworks and identifies key elements that are overlooked and/or not addressed. A new conceptual framework for addressing VP design and development is offered, which incorporates five key interrelated phases of implementation that need to be comprehensively addressed. This research provides a theoretically sound and practically applicable VP development framework, integrating the firm's strategic considerations, ensuring a fit between its business model and customers' needs, and reflecting the nature of B2B markets through its dynamic perspective. In addressing key implementation issues, the article provides firms with a robust approach to addressing the dynamic competitive environment, as well as taking into account changing customer needs.
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Digital transaction platforms are reconfiguring how customers and suppliers interact and transact. This evolution challenges the applicability of some of the canonical concepts and theories inherited from businesses focusing on dy...
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Digital transaction platforms are reconfiguring how customers and suppliers interact and transact. This evolution challenges the applicability of some of the canonical concepts and theories inherited from businesses focusing on dyadic customer-firm relationships. In this respect, we know very little about the extent to which business concepts, such as the customer value proposition (CVP), can capture the dynamics of multi-actor digital platforms. The purpose of this study is thus to explore how value can be proposed in digital transaction platforms. To illustrate and capture the complexity and diversity of digital transaction platforms' current value propositions, we identify, compare, and analyze the CVPs of 58 digital transaction platforms worldwide. As a result, we introduce and define the construct of the actor value proposition (AVP) as a distinct and critically important concept for understanding and managing value creation in digital transaction platforms. This study is among one of the first to uncover the mechanisms and dynamics of digital transaction platforms from the point of view of different actors' value creation.
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The customer value proposition (CVP) has a critical role in communicating how a company aims to provide value to customers. Managers and scholars increasingly use CVP terminology, yet the concept remains poorly understood and impl...
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The customer value proposition (CVP) has a critical role in communicating how a company aims to provide value to customers. Managers and scholars increasingly use CVP terminology, yet the concept remains poorly understood and implemented; relatively little research on this topic has been published, considering the vast breadth of investigations of the value concept. In response, this article offers a comprehensive review of fragmented CVP literature, highlighting the lack of a strong theoretical foundation; distinguishes CVPs from related concepts; proposes a conceptual model of the CVP that includes antecedents, consequences, and moderators, together with several research propositions; illustrates the application of the CVP concept to four contrasting companies; and advances a compelling agenda for research.
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Purpose - The purpose of this paper is to provide a conceptual analysis on value proposition tools to be used in future empirical research and in building managerial insight. The conceptual analysis focusses on a living lab framew...
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Purpose - The purpose of this paper is to provide a conceptual analysis on value proposition tools to be used in future empirical research and in building managerial insight. The conceptual analysis focusses on a living lab framework and recent theoretical developments around the concept of value that are reflected in the context of three managerial tools for creating value propositions.
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The customer value proposition (CVP) is an important concept integrating theory and practice in business research and management. While recent studies have yielded important insight into the aspects of managing CVPs, an integrativ...
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The customer value proposition (CVP) is an important concept integrating theory and practice in business research and management. While recent studies have yielded important insight into the aspects of managing CVPs, an integrative approach is needed, for synthesis of understandings under a unifying framework. The paper introduces an integrative framework for managing CVPs, developed via a narrative-based approach in combi-nation with conceptual differentiation and integration related to the domain of managing CVPs. This conceptual framework, illustrated via Discovery's Vitality insurance, represents three components of considering this domain: 1) dimensions (strategic vs. operational and perceiving vs. proposing), 2) perspectives (customer, company, co-creation, and context), and 3) processes (identifying competitive CVPs, developing competencies and resources, facilitating value creation, and setting goals and measuring CVPs for competitive advantage). Via the framework, academic research can be better integrated, in ways resonating also with practitioners' needs in the management of CVPs.
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摘要 :
Start-ups and established organisations alike create business models around value propositions. This would make value propositions the core offering of value, around which business model efforts are based on. Products are created ...
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Start-ups and established organisations alike create business models around value propositions. This would make value propositions the core offering of value, around which business model efforts are based on. Products are created following successful validation of any identified value proposition. This research proposes a holistic approach to value proposition development, with the aim of helping software start-ups to quickly develop and scale their product development efforts. The proposed framework takes a process-based approach while remaining user-centric. It covers the whole spectrum of the value proposition development process ranging from the study of the user to managing growth-related aspects of the product and monitoring performance via the identification of key metrics. This end-to-end approach can help inexperienced start-up teams during their early development efforts and therefore lower the barriers of entry for the software startup space. Validation for the proposed framework is done using a case study approach of a successful value proposition by a former start-up.
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Purpose This paper aims to investigate how pharmacies communicate their customer value proposition (CVP) in a complex and multiple-stakeholder setting. More specifically, from the pharmacists' perspective, the study analyzes how C...
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Purpose This paper aims to investigate how pharmacies communicate their customer value proposition (CVP) in a complex and multiple-stakeholder setting. More specifically, from the pharmacists' perspective, the study analyzes how CVP is articulated in complex settings/offerings and among multiple stakeholders; and elucidates the communication gap among stakeholders of the CVP. Design/methodology/approach Two studies were conducted to examine how offerings are communicated throughout the value chain. Through six in-depth interviews, Study 1 aimed to analyze how pharmacies articulate CVP for over-the-counter (OTC) drugs in a complex business-to-business-to-consumer setting. For Study 2, the data were collected from 113 French pharmacists to investigate the communication issues and to unveil the tools used to promote OTC drugs among the different stakeholders. Findings From the pharmacists' perspective, the longer the chain, the more complex the efficiency of the CVP. This study conceives a new and adapted CVP as iterative and cumulative. This paper also highlights how value is distributed across the customer relationship in a complex and regulated industry. The findings feature a reciprocal perspective of CVP between the pharmaceutical labs and their direct/indirect customers. Final customers aim at creating a reciprocal approach with the different stakeholders. Pharmacists use a unidirectional perspective of CVP with their direct customers (patients/final customers). Originality/value The study contributes to a better understanding of the CVP in complex industries characterized by a chain of value distributed among multiple stakeholders (i.e. business-to-consumer and business-to-business). The article also enriches past research that analyzed the way firms communicate their offerings from a CVP perspective.
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Disruptive technologies tend to underperform on attributes that are considered as key attributes of incumbent technologies and require new value propositions to increase mainstream customer appeal. Yet, how do firms reconfigure th...
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Disruptive technologies tend to underperform on attributes that are considered as key attributes of incumbent technologies and require new value propositions to increase mainstream customer appeal. Yet, how do firms reconfigure their value proposition as a way to overcome the technological inferiority of disruptive technologies? This article conceptualizes and empirically investigates the process of value proposition reconfiguration. Based on evidence on the commercialization of electric vehicles, it explores the tactics firms use to reconfigure value propositions to increase market acceptance from mainstream customers. The article develops a framework showing three reconfiguration tactics: compensating, enhancing, and coupling tactics.
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The core claim made in the paper is that retailers wishing to identify and manage competitive customer value propositions succeed by measuring and modeling customer value perceptions with reference to specific contexts relevant fo...
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The core claim made in the paper is that retailers wishing to identify and manage competitive customer value propositions succeed by measuring and modeling customer value perceptions with reference to specific contexts relevant for their competitive advantage. Hence, the purpose of the paper is to present development and validation of a scale for measuring and modeling customer value and to illustrate how contextual perspective contributes to the evaluation of customer value propositions. The findings, based on empirical data from Finland, Japan, and the U.S., validate a framework wherein customer value reflects economic, functional, emotional, and symbolic dimensions of value, associating with satisfaction and word of mouth effects. The customer value profiles generated on this basis provide analytical insight for evaluating how country, channel, product category, and competitive situation influence the criteria for contextual evaluation of customer value propositions.
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