Value proposition

About: Value proposition is a research topic. Over the lifetime, 3582 publications have been published within this topic receiving 88855 citations.

B2B E-Marketplaces - Interconnection Effects, Strategic Positioning, and Performance

Abstract: Electronic markets theory leads to the prediction that the “interconnection effects” of information technology will lower coordination costs in market transactions, prompting a move from hierarchical to market arrangements. This prediction was apparently validated by the proliferation of B2B e-marketplaces in the mid-1990s. But the subsequent abrupt consolidation of public, independent e-marketplaces raises questions about what it takes for e-marketplaces to succeed. Experience with actual e-marketplaces suggests that electronic interconnection effects alone may not explain e-marketplace success. The strategic management literature provides a complementary view, emphasizing the fit between an e-marketplace's value proposition, its product-market focus, and its value activities. The purpose of this paper, therefore, is to explore the degree to which the strategic positioning perspective contributes to the explanation of e-marketplace success. We analyzed a pair of e-marketplaces sharing the same competitive space, one successful and the other less so. We found that the number and types of interconnection benefits alone did not make a good explanation of e-marketplace success. However, the additional concepts provided by strategic positioning theory - particularly the holistic fit between benefits types offered (value proposition), product-market focus, and value activities - do appear to explain well the observed differences in e-marketplace performance. Future research should extend our exploratory investigation of e-marketplace success.

Improvement of hospital performance through innovation: toward the value of hospital care.

Abstract: The perspective of innovation as the strategic lever of organizational performance has been widespread in the hospital sector While public value of innovation can be significant, it is not evident that innovation always ends up in higher levels of performance Within this context, the purpose of the article was to critically analyze the relationship between innovation and performance, taking into account the specificities of the hospital sector This article pulls together primary data on organizational flexibility, innovation, and performance from 95 hospitals in Portugal, collected through a survey, data from interviews to hospital administration boards, and a panel of 15 experts The diversity of data sources allowed for triangulation The article uses mixed methods to explore the relationship between innovation and performance in the hospital sector in Portugal The relationship between innovation and performance is analyzed through cluster analysis, supplemented with content analysis of interviews and the technical nominal group The main findings reveal that the cluster of efficient innovators has twice the level of performance than other clusters Organizational flexibility and external cooperation are the 2 major factors explaining these differences The article identifies various organizational strategies to use innovation in order to enhance hospital performance Overall, it proposes the alignment of perspectives of different stakeholders on the value proposition of hospital services, the embeddedness of information loops, and continuous adjustments toward high-value services

Business Model Innovation Roadmapping: A Structured Approach to a New Business Model

Abstract: Roadmapping is a structured approach to analyze an organization's business environment for potentially disruptive changes. Traditionally termed Technology Roadmapping (TRM) the approach is used as a management tool for planning, forecasting and administration. More recently firms apply the technique with a more general mindset to formulate business strategies for innovation that can address such disruptive changes. As part of their business strategy and to survive the intense competitive market environment an organization also needs to have an appropriate business model in place. However, to incorporate constantly changing market dynamics an organization needs to evolve and change their business model. This paper introduces a structured approach to business model innovation roadmapping that defines the transition path from a current to a desired business model. The purpose of the paper is to describe the process of developing a business model innovation roadmap and identify what structure (layers, components & time horizon) should be incorporated. The business model innovation roadmapping approach is proposed to serve an organization as a forecasting and planning tool that can identify potential gaps and also to recognize and act on events that require a change of direction in the actual (customer) value proposition.

Business model innovation and digital transformation in global management consulting firms

Abstract: Purpose This paper contains an exploratory analysis of the business model innovations (BMIs) that management consulting firms (MCFs) undertake to remain competitive during digital transformation. Design/methodology/approach This paper uses data from a longitudinal multiple case study of the European practices of major global MCFs to provide an overview of how they reconfigure their business model (BM) to gain competitive advantages. It maps BMIs in MCFs through value creation innovation, value proposition innovation and value capturing innovation. Findings There is a shift in value proposition from solely giving advice or supporting information technology (IT) implementation to providing end-to-end digital solutions. To materialize value propositions, MCFs acquire new knowledge and digital assets through talent scouting, and mergers and acquisitions (MA thus, they focus on expanding, creating their ecosystems and adopting platforms' configuration and characteristics. Research limitations/implications Inductively, the authors reached an analytical generalization through six propositions and a theoretical frame that embeds propositions in the previous literature. Future research should test them across the overall management consulting industry. Practical implications MCFs are recognized as drivers of innovation and BMIs in most client firms. However, MCFs are rarely analyzed with respect to their BMIs. Understanding how MCFs innovate their business models (BMs) to provide digital transformation (DT) consulting services is relevant for delivering management innovation across industries. Originality/value This is the first exploratory study on BMI inside global MCFs during DT.

What WeChat can Learn from WhatsApp? Customer Value Proposition Development for Mobile Social Networking (MSN) Apps: A Case Study Approach

Abstract: As a result of digital technology revolution and massive growth of smart phone usage, over 66% of world’s population (4.92 billion) is using mobile phones and over half of them are using social media. Mobile social networking (MSN) becomes one of the key communication tool, new trend, necessity and lifestyle. With information transparency, consumer value changes quickly, whilst rapid adaptation of similar offerings in the market place, it is essential for suppliers to keep pace with consumer value changes those directly affect the consumer satisfaction and loyalty. The research applies academic models and frameworks to the real life situation to develop a value proposition in the practical world by considering WeChat (1 billion active users) as the company under study and comparing it with WhatsApp (1.5 billion active users) as the leading competitor in the market. The objectives include identification of customers’ perception of a value for mobile social networking (MSN) services, followed by critical evaluation of existing value proposition of WeChat with Whatsapp to identify gap and finally to propose a new value proposition for WeChat. This paper first identifies customer perceived value (CPV) of mobile social networking (MSN) apps using Overby and Lee (2004) model followed by critical review of existing value proposition of WeChat and then comparing and contrasting with the leading player WhatsApp. Frameworks developed by Piercy (2009), Anderson J. et al. (2006) are employed for the same. Finally, the case develops new value proposition for WeChat by using Osterwalder et al 2014 and other frameworks. By the end of this research, a new consumer value proposition (CVP) proposal for WeChat is proposed for consideration in matching with the globally evaluated consumers’ value criteria.