Topic
Value proposition
About: Value proposition is a research topic. Over the lifetime, 3582 publications have been published within this topic receiving 88855 citations.
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TL;DR: In this article, the authors analyzed ten exemplar firms in India's off-grid sector and found that firms less concerned about the grid generally had affordability as a core value proposition and operated in more remote locations.
14 citations
14 citations
TL;DR: In this article, the authors present four distinctive yet simultaneously pursued business models for servitized manufacturers: (1) the product business model, (2) the service-agreement business model (3) the process-oriented business model and (4) the performance oriented business model.
Abstract: This chapter sheds light on the different business models of manufacturing companies that have servitized their business operations. This chapter presents four distinctive yet simultaneously pursued business models for servitized manufacturers: (1) the product business model, (2) the service-agreement business model (3) the process-oriented business model, and (4) the performance-oriented business model. Depending on the direction taken, dedicated customer needs targeted, value propositions adopted, and services and solutions provided, a servitized manufacturer should decide which business model(s) the firm will adopt with different customers.
14 citations
TL;DR: In this article, the authors investigate how people in a service firm are viewed and managed as strategic assets and how people can become strategic assets if they currently aren't. And they focus on two key questions: 1) Is there a way to tell how people are viewed, and 2) How can they become strategic asset if they are currently not?
Abstract: Purpose – In service‐based industries employees are in direct contact with customers, either personally or electronically, completing transactions that are part tangible and part experiential. In such industries, people have become integral to the value proposition. This paper aims to investigate this issue.Design/methodology/approach – Case examples show how innovative service providers are learning to reconsider their service delivery employees as critical contributors to the value of the firm's offering. The paper focuses on two key questions: Is there a way to tell how people in a service firm are viewed and managed as strategic assets? How can they become strategic assets if they currently aren't?Findings – To make people strategic assets of the firm: Criteria for selection and retention of people must be consistent with company values. Performance management must be linked through measurement to the firm's strategic goals.Originality/value – The paper shows how in today's service‐based companies, em...
14 citations
22 Sep 2014
TL;DR: It is argued that these IT capabilities constitute the prime source of sustained competitive advantage for service-oriented enterprises operating in conditions of moderate to high environmental uncertainty.
Abstract: The transition from a relatively stable goods-based economy to an intangible and highly turbulent service-based economy has necessitated the development of an appropriate theoretical perspective to explain value creation and sustained competitive advantage. Service science has been put forth in order to address this changing view and requires firms to fundamentally reconsider the means by which value is derived. Firms that foster the service logic are increasingly dependent upon Information Technology (IT) to enact their operations and deliver value propositions. Despite significant investments in service-oriented technologies, the prevailing research view regarding management of IT has not been in adherence with the principles of service science or the dynamism of the environment. The view on IT still follows a resource-based logic, in which a competitive advantage is seen as being a result of owning a unique bundle of resources. Literature to date has placed little attention on the IT-enabled capabilities that firms must develop in order to remain competitive in conditions of high environmental turbulence. Building upon this need of conceptually reframing the management of service-oriented technologies which is reinforced by recent calls of the IT management literature, we use service science principles to propose an alternative perspective of IT-enabled capabilities. We ground our developments on the Dynamic Capabilities (DCs) theory since it provides a theoretical basis for explaining resource renewal and competitive survival in highly turbulent environments. Hence, we propose four IT-enabled dynamic capabilities: IT-enabled sensing, IT-enabled coordination/reconfiguration, IT-enabled learning, and IT-enabled integration. We argue that these IT capabilities constitute the prime source of sustained competitive advantage for service-oriented enterprises operating in conditions of moderate to high environmental uncertainty.
14 citations