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Value proposition

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


Papers
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Journal ArticleDOI
TL;DR: In this article, the authors review the current literature on business models in the contexts of technological, organizational and social innovation and propose examples of normative requirements that business models should meet in order to support sustainable innovations.

1,395 citations

Book
01 Jan 2001
TL;DR: The virtues and value of loyalty the economics of customer loyalty the right customers the right employees productivity the right investors in search of failure the right measures transforming the value proposition partnerships for change getting started - the path toward zero defections as mentioned in this paper.
Abstract: The virtues and value of loyalty the economics of customer loyalty the right customers the right employees productivity the right investors in search of failure the right measures transforming the value proposition partnerships for change getting started - the path toward zero defections.

1,343 citations

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 Article
TL;DR: In this paper, Dowling and Uncles posit that the schemes do not fundamentally alter market structure and, instead, increase market expenditures without really creating any extra brand loyalty, and suggest ways to design an effective program, such as (1) ensuring that it enhances the value proposition of the product or service; (2) fully costing the program; (3) maximizing the buyer's motivation to purchase again; and (4) considering the market conditions when planning.
Abstract: A company that initiates a customer loyalty program usually wants to retain existing customers, maintain sales levels and profits, increase the potential value of existing customers, and encourage customers to buy its other products as well. But, based on a review of behavioral loyalty research, Dowling and Uncles posit that the schemes do not fundamentally alter market structure and, instead, increase market expenditures without really creating any extra brand loyalty. Research shows that only about 10 percent of buyers for many types of frequently purchased consumer goods are 100 percent loyal to a particular brand over a one-year period. And consumers do not buy only one brand; for example, surveys of European business airline travelers show that more than 80 percent are members of more than one frequent flyer program. For any loyalty program to be effective, say the authors, it must leverage the value of the product to the customer. Therefore, the program must have: (1) a direct or indirect effect, such as the General Motors rebate scheme that builds up savings toward a new car, or gasoline companies' incentives of free air travel; (2) a perception of value, such as cash, a range of choice, aspirations of exotic free travel, or the likely achievement of rewards; and (3) timing -- when rewards are available. The more delayed the reward, the less powerful. Does it cost less to serve loyal customers? Are they less price sensitive? Do they recommend products to others? Not really, say the authors. The contention that loyal customers are always more profitable is a gross simplification. Dowling and Uncles suggest ways to design an effective program, such as (1) ensuring that it enhances the value proposition of the product or service; (2) fully costing the program; (3) maximizing the buyer's motivation to purchase again; and (4) considering the market conditions when planning.

1,173 citations

Journal ArticleDOI
TL;DR: In this article, the authors investigated the relationship between customer satisfaction and customer value in a cross-sectional survey with purchasing managers in Germany and found that perceived value is mediated by satisfaction.
Abstract: In recent years, there has been a resurgence of interest in the value construct among both marketing researchers and practitioners. Despite a growing body of research, it is still not clear how value interacts with related marketing constructs. Researchers have called for an investigation of the interrelationship between customer satisfaction and customer value to reduce the ambiguities surrounding both concepts. Investigates whether customer value and satisfaction represent two theoretically and empirically distinct concepts. Also addresses whether value is a better predictor of behavioral outcomes than satisfaction in a business marketing context. Two alternative models are developed and empirically tested in a cross-sectional survey with purchasing managers in Germany. The first model suggests a direct impact of perceived value on the purchasing managers' intentions. In the second model, perceived value is mediated by satisfaction. This research suggests that value and satisfaction can be conceptualized and measured as two distinct, yet complementary constructs.

1,121 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20241
2023194
2022426
2021307
2020300
2019308