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Showing papers on "Value proposition published in 2010"


Posted Content
TL;DR: In this paper, the authors use the RCOV framework to consider business model evolution, looking particularly at the dynamic created by interactions between its business model's components, and illustrate the case of the English football club Arsenal FC over the last decade.
Abstract: The business model concept generally refers to the articulation between different areas of a firm's activity designed to produce a proposition of value to customers. Two different uses of the term can be noted. The first is the static approach - as a blueprint for the coherence between core business model components. The second refers to a more transformational approach, using the concept as a tool to address change and innovation in the organization, or in the model itself. We build on the RCOV framework - itself inspired by a Penrosian view of the firm – to try to reconcile these two approaches to consider business model evolution, looking particularly at the dynamic created by interactions between its business model's components. We illustrate our framework with the case of the English football club Arsenal FC over the last decade. We view business model evolution as a fine tuning process involving voluntary and emergent changes in and between permanently linked core components, and find that firm sustainability depends on anticipating and reacting to sequences of voluntary and emerging change, giving the label ‘dynamic consistency’ to this firm capability to build and sustain its performance while changing its business model.

1,192 citations


Journal ArticleDOI
TL;DR: In this paper, the authors developed a theoretical framework of types of value for luxury brands, and use case study research to identify processes of value creation in this particular setting, highlighting the variety of interactions taking place between luxury brand owners, their customers and members of their respective networks, which help to differentiate luxury brands and co-create a superior value proposition.

748 citations


Journal ArticleDOI
TL;DR: The authors suggest that seeking solution(s) to the interoperability problem should include an analysis of an interoperability value proposition in the AEC sector, i.e., at the business level.

427 citations


Book
13 Apr 2010
TL;DR: In this paper, the authors examine major challenges facing MBA programs and argue that they will have to reconsider their value proposition and explore effective curricular and programmatic responses as opportunities for MBA programs to innovate.
Abstract: Purpose – The paper seeks to examine major challenges facing MBA programs and to argue that they will have to reconsider their value proposition. It aims to explore effective curricular and programmatic responses as opportunities for MBA programs to innovate. The paper also aims to call for collective action across the business school field to effectively address these challenges.Design/methodology/approach – The research is grounded in empirical methods including semi‐structured interviews, data on curricula, courses, applications, enrollments, tuition and fees, and faculty hiring, and case studies of particular institutions.Findings – Business schools need to reassess the facts, frameworks, and theories that they teach, while also rebalancing their curricula to focus more on developing skills, capabilities, and techniques as well as cultivating values, attitudes, and beliefs.Originality/value – The paper draws on original sources of qualitative and quantitative data to present a detailed picture of the ...

309 citations


Journal ArticleDOI
TL;DR: In this paper, the challenges and opportunities of how firms and organizations can and will be able to strike a better balance between economic growth and environmental stewardship in the context of China's emerging circular economy policy paradigm and based on ecological modernization theoretic approaches.

279 citations


Journal ArticleDOI
TL;DR: In this paper, the authors examine what blogs actually say (and don't say) and classify content based on the core elements of the marketing mix: product (including attributes and service aspects); price (including price comparisons); channel; and promotion.

144 citations


Book
24 May 2010
TL;DR: In this article, the authors present an overview of the strategic market management in the context of businesses and brands, including external and customer analysis, competition analysis, market/submarket analysis, and internal analysis.
Abstract: Strategic market management : an overview -- External and customer analysis -- Competitor analysis -- Market/submarket analysis -- Environmental analysis and strategic uncertainty -- Internal analysis -- Creating advantage : synergy and commitment vs. opportunism vs -- Alternative value propositions -- Building and managing brand equity -- Energizing the business -- Leveraging the business -- Creating new businesses -- Global strategies -- Setting priorities for businesses and brands -- From Silos to synergy : harnessing the organization.

139 citations


Journal ArticleDOI
01 Oct 2010
TL;DR: In this paper, a theoretical framework for the way in which firms can and should integrate their customers into their business models is proposed, based on the RCOV (Resources and Competences, Organization, Value Proposition).
Abstract: Over the last few years, firms have involved their customers increasingly in different goods- and services-related processes (design, production, delivery, etc.). A corollary of this trend towards increasing integration of the customer has been new organizational choices aimed at generating higher margins, either by increasing revenues or by reducing costs. In other words, thinking about the ways in which the customer can and should be mobilized has mirrored fundamental changes in business models (BMs). However, the academic literature on the BM concept has remained relatively scarce so far (Demil & Lecocq, 2008). In particular, it seems that no study has thus far tackled the issue of customer participation in the BM. Customer participation has been the focus of much research in the field of services marketing and management. This literature considers the customer as an active player, going beyond traditional perspectives of the customer as a mere buyer Still, the customer’s impact on the firm’s ability to generate revenues, and thus on the firm’s BM, remains unknown. This paper aims to provide a theoretical framework for the way in which firms can and should integrate their customers into their BM. Combining BM and customer participation literatures, we develop a theoretical framework for what we label the “Customer-Integrated Business Model” (CIBM), a generic BM based on customer participation. Our model relies on the RCOV (Resources and Competences, Organization, Value Proposition) of Demil & Lecocq, 2010. In a CIBM, the customer is considered as a resource. This has significant consequences, both on the two other components (Value Proposition and Organization) and on the interrelations between the three parts of the model. We exemplify this theoretical framework with two case studies based on secondary data. We conclude by addressing the potential limitations of CIBM.

109 citations


Journal ArticleDOI
TL;DR: In this paper, the authors defined e-procurement and identified the six most significant drivers for e-procurement adoption, which are the pillars of the proposed value assessment methodology.

103 citations


Journal ArticleDOI
TL;DR: The "Blueprint for Action", issued by the Transforming Maternity Care Symposium Steering Committee, answers the fundamental question, "Who needs to do what, to, for, and with whom to improve the quality of maternity care over the next five years?"
Abstract: Childbirth Connection hosted a 90th Anniversary national policy symposium, Transforming Maternity Care: A High Value Proposition, on April 3, 2009, in Washington, DC. Over 100 leaders from across the range of stakeholder perspectives were actively engaged in the symposium work to improve the quality and value of U.S. maternity care through broad system improvement. A multi-disciplinary symposium steering committee guided the strategy from its inception and contributed to every phase of the project. The "Blueprint for Action: Steps Toward a High Quality, High Value Maternity Care System", issued by the Transforming Maternity Care Symposium Steering Committee, answers the fundamental question, "Who needs to do what, to, for, and with whom to improve the quality of maternity care over the next five years?" Five stakeholder workgroups collaborated to propose actionable strategies in 11 critical focus areas for moving expeditiously toward the realization of the long term "2020 Vision for a High Quality, High Value Maternity Care System", also published in this issue. Following the symposium these workgroup reports and recommendations were synthesized into the current blueprint. For each critical focus area, the "Blueprint for Action" presents a brief problem statement, a set of system goals for improvement in that area, and major recommendations with proposed action steps to achieve them. This process created a clear sightline to action that if enacted could improve the structure, process, experiences of care, and outcomes of the maternity care system in ways that when anchored in the culture can indeed transform maternity care.

93 citations


Journal ArticleDOI
TL;DR: In this article, the authors address the concerns associated with talent acquisition and how employer brand can overcome some of them and further facilitate the development of the unique employee value proposition based on the person-need fit of talent.
Abstract: This paper addresses the concerns associated with talent acquisition and how employer brand can overcome some of them. Based on the literature review and supported with the first stage sequential mixed method exploratory research, the paper summarises and aggregates the results of a pilot study conducted on a section of prospective employees of India. The study contributes to the sparse academic and empirical work on employer branding. The empirical results are initial steps towards the development of a scale for measuring employer brand in a later stage. The current study will further facilitate development of the unique employee value proposition based on the person-need fit of talent. The research is based in an Indian setting which makes it all the more relevant in current economic scenario. The paper concludes with theoretical and practical implications followed by directions for the future research.

04 Aug 2010
TL;DR: In this article, a customer-dominant marketing logic is proposed to position the customer in the center, rather than the service provider/producer or the interaction or the system.
Abstract: This paper extends current discussions about value creation and proposes a customer dominant value perspective. A customer-dominant marketing logic positions the customer in the center, rather than the service provider/producer or the interaction or the system. The focus is shifted from the companys service processes involving the customer, to the customers multi-contextual value formation, involving the company. It is argued that value is not always an active process of creation; instead value is embedded and formed in the highly dynamic and multi-contextual reality and life of the customer. This leads to a need to look beyond the current line of visibility where visible customer-company interactions are focused to the invisible and mental life of the customer. From this follows a need to extend the temporal scope, from exchange and use even further to accumulated experiences in the customers life. The aim of this paper is to explore value formation from a customer dominant logic perspective. This is done in three steps: first, value formation is contrasted to earlier views on the company's role in value creation by using a broad ontologically driven framework discussing what, how, when, where and who. Next, implications of the proposed characteristics of value formation compared to earlier approaches are put forward. Finally, some tentative suggestions of how this perspective would affect marketing in service companies are presented. As value formation in a CDL perspective has a different focus and scope than earlier views on value it leads to posing questions about the customer that reveals earlier hidden aspects of the role of a service for the customer. This insight might be used in service development and innovation.

Journal ArticleDOI
TL;DR: In this paper, the authors report data from a study that explores the practices of private firms founded with a commitment to triple-bottom-line achievement, and suggest that these firms develop and offer value propositions based on the inherent interconnectedness of all stakeholders in the marketplace, particularly recognizing opportunities to improve conditions for the weakest link stakeholders and the legitimacy of their practices in the eyes of an extended set of stakeholders.
Abstract: To expand scholarly understanding of stakeholder marketing, the authors report data from a study that explores the practices of private firms founded with a commitment to triple-bottom-line achievement. The findings suggest that these firms develop and offer value propositions based on the inherent interconnectedness of all stakeholders in the marketplace, particularly recognizing opportunities to improve conditions for the “weakest-link” stakeholders and the legitimacy of their practices in the eyes of an extended set of stakeholders. The authors offer a model of principle-based stakeholder marketing in which moral principles and organizational culture support marketing behaviors that offer value propositions for stakeholders rather than to stakeholders. This requires not only organizationwide but also channelwide intelligence gathering, dissemination, and responsiveness and entails unique marketing-mix practices. The authors discuss the challenges that large public firms face in attempting to p...

Journal ArticleDOI
TL;DR: In this paper, the authors explain why the customer value construct is important to resource-based view (RBV) scholars and how one might define it to study it, and derive three research questions for studying how managers use the firm's resources to create customer value.
Abstract: Purpose – The paper aims to explain why the customer value construct is important to resource‐based view (RBV) scholars and how one might define it to study it.Design/methodology/approach – By a summary of the ideas behind the RBV and previously applied definitions of customer value, the paper explains why Woodruff's multidimensional definition of customer value is suited to studying customer value from a managerial perspective. To this end, it develops a framework and derives three research questions for studying how managers use the firm's resources to create customer value.Findings – It was found that to understand how managers invest in dynamic capabilities to create customer value one must identify how a firm's managers develop a shared understanding of their customers' values and the firm's capacity to deliver on them. This shared understanding will need to reflect customers' multidimensional values and what is most important to the firm.Practical implications – These phenomena are best studied qual...

Posted Content
TL;DR: The key stages of business model innovation are exploration, pattern-finding, concept development, prototyping, piloting, and scaling as mentioned in this paper, with suggested techniques along the way, and a technical note examines each of the stages in more detail.
Abstract: What is business model innovation? A business model is much more than a description of a particular product or service. In addition to describing the offering itself, it lays out the value proposition behind it (i.e., how it creates value for a defined set of customers). It also describes the capabilities and resources needed to execute that value proposition and how the organization will generate profits from doing so. The key stages of business model innovation are exploration, pattern-finding, concept development, prototyping, piloting, and scaling. This technical note examines each of the stages in more detail, with suggested techniques along the way. It includes worksheets for students on value chain analysis, concept development, and piloting. The note is meant to be used in conjunction with "Leading Organic Growth: Module Caselets" (UVA-BP-0541), which also includes an instructor’s teaching note that outlines a course module.

Journal ArticleDOI
TL;DR: In this article, an exploratory study of four offshore outsourcing vendors and the risks and value propositions of the different offshore outsourcing models they offer is presented. And the authors conclude that although offshore outsourcing offers new business opportunities for vendors, much of the outsourced work continues to be in areas of low risk and low value to client businesses.
Abstract: Growing competition and choice in the offshore outsourcing field has gradually altered the way organisations select and approach outsourcing contracts. In declining economic conditions organisations are even more concerned than before about the value proposition and risk involved in signing over their information systems and technology activities to third party organisations. This paper is based on an exploratory study of four offshore outsourcing vendors and the risks and value propositions of the different offshore outsourcing models they offer. The findings suggest that although offshore outsourcing offers new business opportunities for vendors, much of the outsourced work continues to be in areas of low risk and low value to client businesses. This research concludes that the main challenge for outsourcing vendors is therefore to develop strategies that facilitate low cost, high value contracts, without incurring additional risk. From the client side, being able to identify and assess the value and ri...

Proceedings ArticleDOI
13 Jun 2010
TL;DR: This paper discusses several business scenarios wherein stakeholders assume different levels of control over the customer relationship and the assets that make up the value proposition.
Abstract: M2M communications are capturing the attention of many stakeholders from application developers to mobile operators. Recent initiatives of the GSMA and of mobile operators show their interest in finding new sources of revenue through the adoption of wireless connectivity in a wide range of devices. A route to market these M2M devices can thus involve creating a platform of services that adds value and functionality to the devices and is a result of a combination of synergies between device manufacturers, application developers and mobile operators. Based on specific technical scenarios, this paper discusses several business scenarios wherein these stakeholders assume different levels of control over the customer relationship and the assets that make up the value proposition.

Journal ArticleDOI
TL;DR: In this article, the authors provide industry insights on the business models, practices, and capabilities that suppliers need to deliver cost-effective information technology (IT) outsourcing services from rural locations within the USA.
Abstract: Purpose – The purpose of this paper is to provide industry insights on the business models, practices, and capabilities that suppliers need to deliver cost‐effective information technology (IT) outsourcing services from rural locations within the USA. As rural outsourcing has not yet been studied by academics, many questions have not yet been answered. How can suppliers attract enough talent to rural areas to make rural outsourcing viable? How can suppliers scale operations? Will the value proposition attract serious clients? An ongoing research project was launched to answer these and other questions about rural outsourcing. This paper aims to report on the first set of findings based on four case studies.Design/methodology/approach – This paper reports on the results from four case studies of rural outsourcing suppliers. In total, 35 semi‐structured interviews were conducted with founders, executives, delivery center managers, and delivery team members and a visit was made to a rural delivery center own...

Book
19 Feb 2010
TL;DR: In this paper, the authors define competitive advantage as how much more value Do You Deliver than Your Competitors? Mind the Gap. Stretching the Elastic Band, GM s Race to the Bottom.
Abstract: ACKNOWLEDGMENTS. INTRODUCTION. The New Competitive Context. Winning in the New Environment. Reinventing Strategy with Strategic Learning. Why This Book? Getting to Excelling. PART I WHAT EVERY ORGANIZATION NEEDS TO KNOW ABOUT STRATEGY. CHAPTER 1 The Real Job of Strategy. What Is Strategy? What Key Questions Must Strategy Answer for Us? Choice-Making in Action. Strategy and Planning Are Different. Closing the Doing/Excelling Gap. CHAPTER 2 Defining Competitive Advantage: How Much More Value Do You Deliver Than Your Competitors? Mind the Gap. Stretching the Elastic Band. GM s Race to the Bottom. Value Leadership through a Winning Proposition. What s Your Winning Proposition? The Moment of Truth. PART II APPLYING STRATEGIC LEARNING TO CREATE AN ADAPTIVE ENTERPRISE. CHAPTER 3 Strategic Learning: Four Key Steps, One Cycle. Do You Have a Robust Method? What Were We Thinking? The Theory of Natural Selection. Complexity Theory. Learning Organizations. Strategy s New Mission. The Five Killer Competencies. The Strategic Learning Cycle. What We ve Learned from Deming. Building Capability through Deliberate Practice. CHAPTER 4 Learn: Using a Situation Analysis to Generate Superior. Insights about Your External Environment and Your Own Realities. The Sense and Respond Imperative. Learning through the Situation Analysis. Analyzing Customer Needs. Who Are Our Stakeholders and Why Do They Matter? Analyzing Competitors. Interpreting Industry Dynamics. Taking a Broader View. Facing Your Own Realities. Pulling Together the Situation Analysis. Winning the Battle for Insights. Doing a Great Situation Analysis: The Rules of Success. CHAPTER 5 Focus: Clarifying Your Winning Proposition and Identifying Your Key Priorities. Making Your Strategic Choices. The Parmenides Fallacy. Value Proposition versus Winning Proposition. Where Does Your Vision Fit In? Delivering Superior Profits. The Three Bottom Lines. Your Key Priorities. How the Girl Scouts Did It. Deciding What Not to Do. CHAPTER 6 Align: Mobilizing Your Entire Organization behind Your Strategy. Leading a Journey. The Golden Rules of Successful Execution. Closing the Gaps. The Business Ecosystem. Changing an Organization s Culture. Avoiding the Values Trap. CHAPTER 7 Overcoming Resistance to Change and Driving Momentum. Dealing with the Sources of Resistance. The Lessons of the Sigmoid Curve. The Curse of Success. Launching the Second Curve. Maximize Participation. Generate Short-Term Wins. Deal Directly with Resisters. Set a Shining Example. CHAPTER 8 Translating Your Strategy into a Compelling Leadership Message. What Is Leadership? Building a Cathedral. Commander s Intent. Who Are the Leaders? Developing Your Leadership Message. The Power of Storytelling. The Need for Repetition. CHAPTER 9 Execute: Implementing and Experimenting in the Strategic Learning Cycle. Learning through Experimentation. Learning from Others. Learning from Mistakes. Experiential Learning: The After-Action Review. Strategic Learning 365 Days a Year. PART III INTEGRATING STRATEGY AND LEADERSHIP. CHAPTER 10 Leading through a Crisis. Dealing Successfully with the Unexpected. Learning Your Way Out of a Crisis. Building Readiness. Seizing Opportunities during a Crisis. The Human Dimension. CHAPTER 11 Becoming an Integrated Leader. The Three Domains of Leadership. Articulating Your Leadership Credo. The Quest for Self-Knowledge. The Lifeline Exercise. Applying Strategic Learning to Yourself. CONCLUSION. The 5 Cs: Choices, Clarity, Change, Courage, and Compassion. The Five Cs. APPENDIX. NOTES. INDEX.

Book ChapterDOI
13 Dec 2010
TL;DR: It is argued that feature modeling offers considerable potential to not only represent value from diverse perspectives but also to involve service customers in participatory service design.
Abstract: Current findings in the field of service science have revealed many specific characteristics of service systems, but these results have not yet been fully adopted by the service engineering discipline. In particular we are now aware that the value proposition of a service is not only vital for its success but also deeply depending on context and cocreation. So far, there is only limited work on considering this fact for the design of service systems. In this paper, we discuss the utilization of feature modeling, which is known from the software engineering domain, for service design. We argue that feature modeling offers considerable potential to not only represent value from diverse perspectives but also to involve service customers in participatory service design.

Journal ArticleDOI
TL;DR: In this paper, the authors investigate the effects of firm knowledge (knowledge of customers, industry, and practices) and synergistic combinations of different types of employee knowledge as a foundation for competitive advantage in retail and service organizations.
Abstract: Purpose – Building on the service‐centered dominant logic, this paper aims to investigate the effects of firm knowledge (knowledge of customers, industry, and practices) and synergistic combinations of different types of employee knowledge as a foundation for competitive advantage in retail and service organizations Specifically, it seeks to theorize that the firm's operant knowledge resources combine to develop the service‐based value proposition of enhanced ability to meet customer needs that results in greater performanceDesign/methodology/approach – A survey methodology was used to test the hypotheses using a sample of 293 retail and service providersFindings – Employees' knowledge of its customers and competitors allow the firm to enhance its ability to meet customer needs, whereas knowledge of firm practices, in isolation, does not enhance a firm's ability to meet customer needs When looking at the synergistic combination of employees' knowledge (ie the two‐way interactions and the three‐way i

Journal ArticleDOI
TL;DR: The paper presents application of an original conceptual reference model of service system, which may provide more elaborated background for service innovation process and proposes uniform approach to context-sensitive relationships modeling and representation, suitable for modeling both service system interactions and information about a service system itself.
Abstract: We seek means of further improving the process of service innovation by providing conceptual framework that would uniformly model information about a service system. Since value co-creation is achieved through knowledge-based interactions, such a framework should be a connection-oriented one. We propose uniform approach to context-sensitive relationships modeling and representation, based on semantic conceptual modeling, suitable for modeling both service system interactions and information about a service system itself. Its application is illustrated on digital libraries domain. The proposed representation may be combined with goal-driven development methods to allow closer interconnection of goals and value proposition. The paper presents application of an original conceptual reference model of service system, which may provide more elaborated background for service innovation process. [Service Science, ISSN 2164-3962 print, ISSN 2164-3970 online, was published by Services Science Global SSG from 2009 to 2011 as issues under ISBN 978-1-4276-2090-3.]

Journal Article
TL;DR: In this article, the authors examined the value propositions offered by 100 American motor carriers, which serve to differentiate a firm's offering in a commodity business where pricing is usually not a distinguishing factor and suggest that understanding transportation value is critical in a time of carrier consolidation, economic turmoil, demand for greater efficiency, and pressure towards commoditization.
Abstract: The authors of this article examine the value propositions offered by 100 American motor carriers, which serve to differentiate a firm’s offering in a commodity business where pricing is usually not a distinguishing factor They suggest that understanding transportation’s value is critical in a time of carrier consolidation, economic turmoil, demand for greater efficiency, and pressure towards commoditization They point out that little attention has been paid to the specific value, such as integrity, dependability, or trustworthiness, created by the transportation industry beyond time and place utility To address the gap in knowledge of transportation value, they investigated motor carriers’ own perception of their value-added by examining value propositions found in the online marketing communications of the top 100 US motor carriers The article describes research methodology steps, value proposition, essential elements of motor carrier value, and implications for carrier managers as well as for continuing research in this area

Journal ArticleDOI
01 Jan 2010
TL;DR: The goal is to provide the infrastructure industry with a sustainability rating system that will be widely adopted and that would improve the adoption of sustainable solutions and make the cities of the future a better place to live and thrive.
Abstract: Sustainability rating systems such as LEED, BREEAM, and others, had a significant impact in the design and delivery of buildings and in the increased adoption and understanding of sustainability metrics, solutions and value proposition within governments, developers, and end-users. Sustainability rating systems facilitated the broad adoption of the term by providing point-based certification that is easy to understand, communicate, market, and include in project scope. Notwithstanding the criticism on the scientific base and comprehensiveness of some of the systems available, the adoption, use, and benefits of rating systems for building sustainability is clear and undisputable. However, missing from much of this discussion and action has been infrastructure, the base network for cities and buildings. Although there are examples of infrastructure projects that adopted sustainable solutions throughout the country, there is no system available to compare and assess the differential in sustainability results and performance within the infrastructure project domain. In this paper we will present our efforts to develop a rating system for sustainability assessment in infrastructure projects. Our research led us to develop a framework or system that can act as a decision-making tool for the major agents involved in infrastructure provisions. Our goal is to provide the infrastructure industry with a sustainability rating system that will be widely adopted and that would improve the adoption of sustainable solutions and make the cities of the future a better place to live and thrive.

Proceedings ArticleDOI
21 Jun 2010
TL;DR: In this article, a business model for a new Fab Lab that aims to support concurrent enterprising an innovation among its users, building on four key ingredients, openness, interdisciplinary collaboration, effectiveness, and transferability, is presented.
Abstract: Fab Labs are fabrication laboratories equipped with digital fabrication machines. As digital manufacturing facilities they form the nuclei for collaborative innovation ecologies, based on the paradigm of commons based peer production. For the first time, a study into the business models of Fab Labs has been carried out. This paper reports initial results of this study in terms of value proposition, revenue model, processes, resources, marketing, and innovation partnerships. A distinction between labs providing facilities and labs providing innovation support is suggested. The findings of the study are then used to develop a business model for a new Fab Lab that aims to support concurrent enterprising an innovation among its users, building on four key ingredients, openness, interdisciplinary collaboration, effectiveness, and transferability. A tentative description of the business model is provided and discussed in terms of these four aspects and its contribution to concurrent enterprising.

Patent
26 Feb 2010
TL;DR: In this article, a business driven learning solution and related methods for managing the learning and training needs of a sales-oriented organization in a manner that is responsive to dynamic business needs are presented.
Abstract: Disclosed is a business driven learning solution and related methods for managing the learning and training needs of a sales-oriented organization in a manner that is responsive to dynamic business needs. The invention employs modules of interrelated and interdependent business processes for the identification and prioritization of learning needs, the selection of learning approaches, the development of learning content, the coordination and delivery of learning instruction, and the overall management and administration learning efforts. Embodiments of the inventions disclosed include sales training objects to provide a template for sales training that is focused on a solution, and how to position and sell the solution, rather than on the products that make up the solution. As a result, the sales force is educated, understands the customers' business requirements, and is able to craft specific value propositions to a given customer with respect to that solution. Thus, the training is customer-centric as opposed to product-centric.

Posted Content
TL;DR: This issue of the Journal of Service Science is dedicated to the inferences of system thinking upon recent service research advances, and in particular upon service science and SD logic.
Abstract: The forum, held in the island of Capri, Italy, has addressed intriguing issues such as complexity, system thinking, human behavior, viability, service systems, and in particular was based upon Service Science, Service Dominant logic and network theories. These topics represented the forum pillars since they constitute an attempt in proposing new marketing and management theories in line with the evolution of economic contexts, cultural and behavioral change of customers, globalization of systems and competition, information and communication technology with the Internet and web service, and other changes. The three themes are interdependent, integrative one to each other. In fact S-D logic dissolves the divides between goods/services and supplier/customer into co-created service and value. It forms a philosophy for the service science project and its applications in education, theory, and practice in its effort to create hassle-free, innovative service systems. Network theory is a systemic way of thinking and a methodology to go beyond fragmented research in marketing addressing complexity and context with direct application on service systems. Service-Dominant (S-D) logic presents its message through ten foundational premises. In brief, these premises put the following concepts to the fore: service is the fundamental basis of exchange. Note that it is “service” and not “services” as opposed to goods; goods are merely distribution mechanisms of service. Operant resources are those which do something to something. Both businesses and customers are operant resources meaning that they both act as opposed to the mainstream marketing idea that suppliers do things to customers who just react. The customer is always a co-creator of value. A supplier can only offer a value proposition on the market; the value actualization is performed by users in an idiosyncratic and contextual way. The network aspect is implicit through the statement that all social and economic actors are resource integrators, implying that value creation takes place through interaction in complex networks. S-D logic is based on international findings and openness to continuous improvements and creative developments. Service Science, Management, Engineering and Design (SSMED), usually just referred to as Service Science, is a global development program run by IBM together with universities. It is a call for academia, industry, and governments to become more systematic about service performance and innovation. Further, it is a proposed academic discipline and research area that would complement – rather than replace – the many disciplines that contribute to knowledge about service. We can note how S-D logic and SSMED are extremely interconnected with S-D logic that may be intended as the philosophical foundation of SSMED. The ultimate goal of service science, in fact, is to apply scientific knowledge on the design and improvements of service systems for business and societal purposes (such as efficiency, effectiveness and sustainability). The concern is that we do not master seamless and reliable service systems at a time when systems are becoming increasingly complex and global, making us increasingly vulnerable to systems sluggishness and failure. Every service system is both a provider and client of service that is connected by value propositions in value chains, value networks, or value-creating systems. Read more on service science on Google but stick to entries from the past six months; the program is developing fast and older entries may be misleading. Network Theory is both a way of thinking in relationships and interaction and a methodology to address complexity and context. It can be used with different degrees of sophistication: as a basis for verbal treatise (discussion or text), graphics (from sketches of nodes and links to computer generated diagrams), or mathematical applications. Network theory is a systems approach which in marketing has mainly been applied to

Journal ArticleDOI
TL;DR: A service innovation framework that takes into account both industry- and firm-level strategies, and provides guidance to assist firms in identifying and securing their product-market positions, defining the supply chain and network relationships, and appropriating the gains from service innovation is developed.
Abstract: This paper develops a service innovation framework that takes into account both industry- and firm-level strategies. The main emphases in the industry level are value proposition – identifying potential industry demand and earnings, value deployment – positioning the firms in the value networks to expand value and value appropriation – exploiting resources and capturing the benefits of service innovation (i.e., the 3V Innovation Model). At the firm level, the key processes are new service design, development and delivery (i.e., the 3D Innovation Model). The 3V Innovation Model provides a guidance to assist firms in identifying and securing their product-market positions, defining the supply chain and network relationships, and appropriating the gains from service innovation. The 3D Innovation Model presents firms with specific processes for implementing service innovation. Business model innovation serves as a linkage between the industrial-level 3V and firm-level 3D models for implementing and realising the economic value from service innovations.

Journal ArticleDOI
Victor Camlek1
TL;DR: This paper will review how to spot a well developed value proposition as well as to determine when a value proposition falls short of the best practice.
Abstract: It has become fairly common to hear the term “value proposition”. It is often featured as a component of a sales and marketing strategy in various ways, such as: advertisements, white papers, case studies or within sales collateral. In fact, the term has become quite familiar, yet when a series of value propositions are evaluated it becomes clear that not all value props are created equally. In fact, many of them appear to be mere statements of features and functions rather than fully developed value statements. Although there are no authoritative bodies that regulate or require the use of value propositions, there has been a sequence of development over the past thirty years that have led to guidelines for the development of a value proposition. This paper will review how to spot a well developed value proposition as well as to determine when a value proposition falls short of the best practice.

Proceedings ArticleDOI
21 Oct 2010
TL;DR: The types of E-Learning and the benefits are explained and the trends are analyzed, showing how technology has changed value propositions in businesses and academics.
Abstract: E-learning is defined as pedagogy empowered by digital technology which involves learning done at a computer, usually connected to a network, giving us the opportunity to learn almost anytime, anywhere. Today, E-learning allows to share and manage knowledge and skills of the professionals and to get the right information to the right people whenever they need it. This paper explains the types of E-Learning and the benefits of E-Learning. It also throws light on the trends in E-Learning. It analyzes how technology has changed value propositions in businesses and academics.