scispace - formally typeset
Search or ask a question
Topic

Value proposition

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


Papers
More filters
01 Jan 2007
TL;DR: In this article, the authors explore the sources of value creation and the effects of value change for 939 customers of business services in the United States, Sweden, India, Singapore, and the United Kingdom, and propose a theoretical framework that builds on research in customer value, international buyer behavior, and buyer-seller relationships and tests 22 hypotheses across three models.
Abstract: Global business executives recently highlight the importance of understanding the sources of value creation for customers around the world. Beyond a push to better grasp what customers currently value, firms interact with dynamic customers whose needs do not stand still. In response, managers are searching for innovative ways to sense ongoing changes in customers’ desires and effectively adapt their company’s value propositions. Yet, an extensive research review suggests there is little, if any, evidence that managers can rely on to understand how business customers are changing what they value across global markets – or what these changes mean for fostering loyalty in those relationships. This global study responds to these challenges through exploring the sources of value creation and the effects of value change for 939 customers of business services in the United States, Sweden, India, Singapore, and the United Kingdom. A theoretical framework is proposed that builds on research in customer value, international buyer behavior, and buyer-seller relationships and tests 22 hypotheses across three models. Two new constructs are developed, value change responsiveness and value change anticipation, which demonstrate significant effects on customer value. Significant results and close fit across three models tested with structural equation modeling generate a number of interesting implications for global and domestic managers. For executives and strategists who are concerned about growing a profitable base of loyal customers, this study provides insights for how customers in different market segments around the world are changing what they value, and specifically the role that this change plays in their perceptions of satisfaction and loyalty.

13 citations

DissertationDOI
14 Dec 2017
TL;DR: In this paper, an Engaged Scholarship approach was combined with a Critical Realist philosophy and an individual actor focus to provide an explanation of how sales and marketing works together to produce business-to-business (B2B) value propositions.
Abstract: In my thesis I set out to provide an explanation of how sales and marketing works together to produce business-to-business (B2B) value propositions. My thesis is grounded in the discipline of marketing and draws substantively on Sales and Marketing Interface (SMI) and Value Proposition literature. I deployed a novel research methodology in which an Engaged Scholarship approach was combined with a Critical Realist philosophy and an individual actor focus. Twenty-One B2B sales and marketing practitioners were interviewed and a thematic analysis of interview transcripts was undertaken. Analysis was informed by extant SMI and value proposition literature and outwith literature from fields such as theology and anthropology. I found that value proposition production at the SMI is a much more dynamic process than depicted in extant literature. I found a much more fragmented and tribal view of sales and marketing identity in contrast to the holistic, monolithic entities portrayed in extant literature. Enablers and barriers to SMI value proposition production were found to be 'below the surface' issues related to identity, contextualisation, and actor thought worlds. My thesis provides a unique view of value proposition production at the SMI. I have moved the conversation forward from a functional level dyadic view of SMI interactions to a much more dynamic depiction of how fragmented marketing and sales actors work to produce value propositions. I provide models for depicting non-normative causal mechanisms for SMI value proposition production moving the discussion forward from the normative factors that dominate extant literature.

13 citations

Book
18 Apr 2003
TL;DR: In this paper, the authors present an analysis of the Predominant Practice Equation (PPE) and its application in the context of the Concierge Service Model (CSM).
Abstract: Foreword. Preface. Acknowledgments. About the Authors. How to Read This Book. 1 Introduction. 2 A Flawed Theory. "Analyzing" the Predominant Practice Equation. Summary and Conclusions. 3 A Paradigm Worthy of a Proud Profession. Why Are Professionals Successful? Cognitive Dissonance. Why Are We in Business? Study Success: It Leaves Clues. What Business Are You In? Where Do Profits Come From? Summary and Conclusions. 4 Intellectual Capital: The Chief Source of Wealth. The Physical Fallacy. The Scarcest Resource of All. The Three Types of IC. Is All This Stuff Good? Summary and Conclusions. 5 Human Capital: Your People Are Not Assets, They Are Volunteers. Becoming a Lightning Rod for Talent. Retaining Your Firm's Human Capital. The Importance of Continuing Professional Education. Rewarding Your Firm's Human Capital Investors. When Human Capital Turns Negative. Summary and Conclusions. 6 Structural Capital: If Only We Knew What We Know. Leveraging IC and Creating the World's Second Largest Currency. Converting Tacit to Explicit Knowledge. Knowledge Lessons from the U.S. Army. Summary and Conclusions. 7 Social Capital: Man Is Not an Island. Is There an Accounting for Tastes? Leveraging the Social Capital in the Firm of the Future. Reputation, Brands, Referral Sources, and Networks. Suppliers and Vendors. Shareholders and Other External Stakeholders. Joint Venture Partners and Alliances. Professional Associations and Formal Affiliations. Firm Alumni. Consider Creating a University. Putting It All Together: The Concierge Service Model. Summary and Conclusions. 8 You Are Your Customer List. What Do Customers Really Buy? The Value Proposition. Moments of Truth. What Is Beyond Total Quality Service? Is Being a Trusted Advisor Enough? From Zero Defects to Zero Defections. Why Do We Lose Customers? Customer Complaints. The 100-Percent Money-Back Guarantee. Bad Customers Drive Out Good Customers. Adaptive Capacity. Firing Customers. The Forced Churn. Thoughts on Requests for Proposals (RFPs). Summary and Conclusions. 9 You Are What You Charge. A Tale of Two Theories. A Better Theory of Value. Cost-Plus Pricing: Epitaph. Deleterious Effects of Cost-Plus Pricing. Lessons in the Subjective Theory of Value. Professionals Subject to the Laws of Economics. The Four Ps of Marketing. Are Professionals Commodities? The Five Cs of Value. Fixed-Price Agreements and Change Orders. Fixed-Price Agreements. Explaining the FPA. Change Orders. Negotiating Skills. The TIP Clause. The Wrong Mistakes. Value Pricing and Self-Esteem. Value Pricing and Ethics. American Bar Association's Commission on Billable Hours Report. Summary and Conclusions. 10 Measure What Counts: Effectiveness over Efficiency. The Gospel of Efficiency. Frederick Taylor Enters the Professions. Economists Posit Theories. Accounting Is Not a Theory. It's 12:41 A.M.: Do You Know Where Your Package-and CPA-Are? KPIs for the Firm of the Future. Selecting the Right KPIs for Your Firm. KPI Summary. Refuting the Efficiency Defense for Timesheets. Refuting the Cost Accounting Defense for Timesheets. Is There One Best Economic Denominator to Track? Summary and Conclusions. 11 The Timeless Practice. Paradigm Drives Vision. Vision Drives Leadership. Leadership Drives Internal Quality. Internal Quality Drives Team Happiness. Recasting the Roles. Would You Want Your Son or Daughter to Work There? Core Ideology = Core Values + Purpose. Leadership. What about Strategic Planning? Summary and Conclusions. 12 Some Words on the Future. Is the Audit an Edsel? Financial Model Reform. Substituting Government Failure for Market Failure. Multidisciplinary Practices. Summary and Conclusions. 13 Epilogue. What Is Calling You? Continuously Develop Your Intellectual Capital. Adventure. Leaving a Legacy. References. Index.

13 citations

Journal Article
TL;DR: In this paper, the authors discuss the managerial importance of adopting and deploying a service logic and critically review two legitimate service logic candidates: the Service Dominant Logic of marketing (SDL) and the Unified Service Theory (UST).
Abstract: IntroductionWhat is a service? Are service businesses different from non-service businesses? In particular, is the management of service businesses fundamentally different from the management of non-service businesses? These important questions are the motivation of this article, and are answered by a "service logic." As indicated by Kingman-Brundage et al. (1995, p. 21):"A service logic describes how and why a unified service system works. It is a set of organizing principles which govern the service experiences of customers and employees. Only after the logic of a service system has been made explicit does the system become amenable to management control, mainly through the activities of service system design."In this article, we discuss the managerial importance of adopting and deploying a service logic and critically review two legitimate service logic candidates. The first is the increasingly popular Service-Dominant Logic of marketing (SDL) proposed by Vargo and Lusch (2004a). SDL provides many useful insights, but also has some practical limitations. These limitations continue in subsequent SDL iterations (e.g. Lusch and Vargo 2006; Vargo and Lusch 2008). We then review an alternate service logic known as the Unified Service Theory (UST) and show how the UST addresses shortcomings of SDL. We demonstrate strategic application of the UST by presenting a model of "Process DNA." A final section summarizes.The Service Difference - An IllustrationAn entrepreneur in a nearby community opened an Italian restaurant that was relatively successful. The manager designed his restaurant venture to offer patrons an authentic Italian dining experience. The value proposition was based not only on quality food products but also on pleasant interactions between customers and employees (Smith and Colgate 2007). Subsequently, he developed a prepackaged Italian soup that was marketed through a national retail chain. That soup offering also proved to be relatively successful. The manager designed the soup offering and even did his own production, but outsourced the product's sales and distribution. Recently, the manager decided to close the restaurant and focus his attention on the soup offering (Leong 2009). Why? What are possible reasons underlying such a decision? And, as we will get to later, how do SDL and UST service logics inform such a decision?The restaurant venture was structured so that soup and food production were contingent upon customer specifications. Even though portions of food items were prepared in advance, the final production and assembly of food items were contingent on customer orders. Allowing customers to specify food preparation preferences increased service provision complexity but allowed for increased value realization for and from patrons through customization. Further, the restaurant offering included a facility, or "servicescape" (Bitner 1992), with authentic Italian decor, which was an important part of the service offering. Customers did not just buy Italian food; they also bought an Italian experience. Customers were at times passive participants in the process (e.g., being served food) and at other time active participants (e.g., ordering and eating) during the restaurant consumption journey.The second venture, in contrast, involved standardized offerings of soups. The manager believed he had superior recipes, which, when branded, were his primary source of competitive advantage. He produced his own soup in a facility near where he lived, which worked fine during the startup phase. However, as the popularity of his soup products increased, he might likely have outsourced the soup production or moved it to a location with lower labor costs and easier access to key ingrethents such as tomatoes. He had already outsourced the sales and distribution, and it would be costly for him to attempt to develop his own proprietary distribution channel.The manager decided to close the restaurant and focus on the soup manufacturing venture largely due to the particular challenges of the restaurant venture manifested during a slow economy (Leong 2009). …

13 citations

Dissertation
01 Jan 2012
TL;DR: In this paper, the authors present insights found during an ongoing industry engagement with a family-owned manufacturing SME in Australia, focusing on the cultural, strategic, product opportunities and challenges when adopting design-led innovation.
Abstract: The following paper presents insights found during an ongoing industry engagement with a family-owned manufacturing SME in Australia. The initial findings presented as a case study look at the opportunities available to the firm engaging in a design led approach to innovation. Over the period of one year, the first author’s immersion within the firm seeks to unpack the cultural, strategic, product opportunities and challenges when adopting design led innovation. This can provide a better understanding of how a firm can more effectively assess their value proposition in the market and what factors of the business are imperative in stimulating competitive difference. The core insight identified from this paper is that design led innovation cannot be seen and treated as a discrete event, nor a series of steps or stages; rather the whole business model needs to be in focus to achieve holistic, sustainable innovation. Initial insights were found through qualitative interviews with internal employees including: overcoming silos; moving from reactive to proactive design; empowerment; vision for growth and the framing of innovation.

13 citations


Network Information
Related Topics (5)
Empirical research
51.3K papers, 1.9M citations
82% related
Job satisfaction
58K papers, 1.8M citations
81% related
The Internet
213.2K papers, 3.8M citations
81% related
Information system
107.5K papers, 1.8M citations
80% related
Entrepreneurship
71.7K papers, 1.7M citations
80% related
Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20241
2023194
2022426
2021307
2020300
2019308