Showing papers on "Value proposition published in 1998"

Business marketing: understand what customers value.

Abstract: How do you define the value of your market offering? Can you measure it? Few suppliers in business markets are able to answer those questions, and yet the ability to pinpoint the value of a product or service for one's customers has never been more important. By creating and using what the authors call customer value models, suppliers are able to figure out exactly what their offerings are worth to customers. Field value assessments--the most commonly used method for building customer value models--call for suppliers to gather data about their customers firsthand whenever possible. Through these assessments, a supplier can build a value model for an individual customer or for a market segment, drawing on data gathered form several customers in that segment. Suppliers can use customer value models to create competitive advantage in several ways. First, they can capitalize on the inevitable variation in customers' requirements by providing flexible market offerings. Second, they can use value models to demonstrate how a new product or service they are offering will provide greater value. Third, they can use their knowledge of how their market offerings specifically deliver value to craft persuasive value propositions. And fourth, they can use value models to provide evidence to customers of their accomplishments. Doing business based on value delivered gives companies the means to get an equitable return for their efforts. Once suppliers truly understand value, they will be able to realize the benefits of measuring and monitoring it for their customers.

Can loyalty schemes really build loyalty

Abstract: Customer loyalty schemes have blossomed in the era of customer retention, and have been willingly embraced by both retailers and consumers alike. Today’s loyalty schemes are modelled on the AAdvantage Programme; a frequent flier programme initiated by American Airlines in 1981, and lessons from the air‐line industry are briefly introduced. The primary purpose of this paper is to evaluate the extent to which loyalty schemes really can build loyalty. In order to do this, four categories of loyalty as identified in the literature are considered. Given existing criticisms of loyalty schemes it is concluded that such schemes have an important role to play in situations where no loyalty or spurious loyalty is evident. However, where sustainable loyalty is the ultimate goal, customer loyalty schemes are of importance only as part of a coherent value proposition.

Consumer‐Perceived Value: The Key to a Successful Business Strategy in the Healthcare Marketplace

Abstract: The Medicare market is becoming increasingly competitive and uncertain. To compete successfully for a share of the Medicare market, providers must: Have a cogent strategy that defines their customers and the value proposition for those customers Design their services to maximize the benefits of outcomes and service process that are important to consumers Determine the needed structure and infrastructure to put those services in place Marketing research is critical in this regard, as is effectiveness tracking. This approach is different from that usually taken by healthcare providers in the marketplace. It means being strategic rather than tactical and proactive rather than reactive. Most importantly, providers must shift their focus externally to the consumer's needs rather than their own. Finally, this approach requires working together in an integrated organization with common goals.

Competing on Value: Bridging the gap between brand and customer value

Abstract: There has been a fundamental change in the purchasing motivation and behavior of customers and the methods by which companies meet these new customer expectations. Companies are re-examining their fundamental assumptions about the way in which they define and deliver value to their customers. Marketing and brand strategies successfully deployed in the 1980s and 1990s are no longer sufficient to ensure continued profitable growth, customer loyalty and competitive advantage. Today, global competition offers everyone a meaningful choice of equally competent suppliers. The sharp-end of creating customer value lies with the organization's ability to: *customize products and services *direct complex supply chains on behalf of customers *provide pre-sales advice and post-sales service *maximize customer convenience *work effectively within alliances on behalf of customers. The UOVP - Unique Organisation Value PropositionTM is an important new methodology providing a practical approach which enables senior management to define and deliver customer value in a world where traditional products and brands often fail to do so.The UOVP integrates an organization's value-adding processes into a powerful combination of reputation, performance, customer and product portfolio and a network of third-party relationships. Creating this differentiated combination, on the basis of delivering real value, enables an organization to: *create profitable long-term customer relationships *integrate and direct the organization towards customer value *lead unbeatable alliances *generate breakthrough innovation. In short, to prosper by Competing on Value. Simon Knox is a Professor of Brand Marketing at the Cranfield School of Management and a consultant to a number of multinational companies including McDonald's, Levi Strauss, DiverseyLever and the Ocean Group. Before joining Cranfield, Simon worked for Unilever in a number of senior marketing roles in both detergents and foods. He writes extensively on brand equity issues and customer purchasing styles. Stan Maklan is a Principal Consultant with CSC Computer Sciences, one of the world's largest IT and management consulting firms, and is a regular contributor to international conferences and seminars.He has been a director at operating companies for Unilever and Burson-Marsteller, international leaders in consumer goods and public relations respectively, as well as a marketing manager for Cable & Wireless (telecommunications). Stan ran his own consultancy specializing in business-to-business marketing before joining CSC. He was awarded honors for academic excellence when he obtained a Masters of Business Administration from the University of Western Ontario (Canada) and has a Bachelor of Science (Economics) from the Universite de Montreal.

The Internet as a new locus for value creation

Abstract: The aim of this paper is to explore the Internet as a new locus for value creation. Three value‐adding strategies ‐ content, context and infrastructure ‐ are used to analyse three examples of Internet ventures involving a virtual university, the restaurant business and the music industry. The establishment of a home page on the Internet creates a new context in which providers and consumers of products and services interact and transact more conveniently and cost‐efficiently. It is argued that a new context may enhance the quality of content itself. It is therefore crucial for managers to consider the effect of Internet on all the components of the value proposition, separately and in aggregation.

Vision 2000 business capability for extraordinary customer care

Abstract: The last two decades has seen tremendous change in the telephony market. The 80's heralded long distance competition, the 90's heralded wireless technology and the year 2000 will herald multimedia communications. It is this new world of voice, data and image that will cause the greatest changes in our industry. Now that global communications will be deregulated, the era of the communications merchandiser has arrived. The shift from single dimension pricing to comprehensive value propositions requires that the business platform is able to order and price the full range of network access, products and services and also manage the delivery and performance of those products. Service guarantees are leading to compensation awards for failures to deliver. In order to perform these functions in an efficient accurate manner, the business platform must be the driver in service definition, service order creation, trouble identification and value proposition pricing.

Debating Values: Key Issues in Formatting an Argumentative Case.

Abstract: This paper analyzes the components of an "ideal" debate using a non-policy proposition. It is argued that debates using non-policy propositions are currently plagued by a variety of problems. Value propositions on the college level are dissimilar to the value propositions used in high school Lincoln-Douglas debate. Many debaters are somewhat pre-deterministic in their selection of value(s) to advocate in relation to the debate proposition. There is a lack of understanding in the debate community regarding the role of criteria as a prima facie issue. There are abusive debate practices that generally permutate resolutions of value into de-facto policy propositionth. This paper outlines a preferred argumentative process when debating an intercollegiate proposition of value. Specifically, it is concluded that the adoption of "real world" models of value adjudication would improve the argumentative quality of college debate rounds. (Contains 19 references.) (Author/NKA) ******************************************************************************** Reproductions supplied by EDRS are the best that can be made from the original document. ********************************************************************************