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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.


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Proceedings ArticleDOI
09 Sep 2008
TL;DR: In this paper, the authors describe a specific application of value-based methods to the design of space architectures, and suggest that a family of architectures which are termed as fractionated, i.e., with mission and support functionality distributed across multiple wirelessly-interacting spacecraft modules flown in cluster orbits, offers a superior value proposition over conventional “monolithic” satellites.
Abstract: Recently, the superiority of value-centric (in contrast to costcentric) design methodologies has been much touted in the literature, including by the present authors. Here, we describe a specific application of value-based methods to the design of space architectures. We suggest that a family of architectures which we term “fractionated,” i.e., with mission and support functionality distributed across multiple wirelessly-interacting spacecraft modules flown in cluster orbits, offers a superior value proposition over conventional “monolithic” satellites. We describe the cost and value drivers that differentiate the potential architectural solutions and provide two notional approaches to quantifying the net value and risk (which we treat as the variance in net value) in a manner that supports performing architectural trades. We conclude with some thoughts on the incorporation of such value-based methods into the existing systems engineering and government procurement processes.

73 citations

Journal ArticleDOI
TL;DR: New light is shed on how market-based approaches can improve equitable health care access and hence contribute to poverty alleviation and proposes a four-dimensional framework.
Abstract: This article investigates business models innovation for delivering health care at the base of the pyramid (BoP). The examination of six health care organizational cases suggests that co-creation of patient needs, community engagement, continuous involvement of customers, innovative medical technology, focus on human resources for health, strategic partnerships, economies of scale, and cross-subsidization are business model innovation strategies that enable inclusive health care delivery. Based on these findings, we propose a four-dimensional framework. A process of value discovery, leading BoP patients and communities to recognize a health need and seek for an acceptable treatment, precedes the identification of a successful value proposition. Value creation and value appropriation then follow to warrant patient affordability and organizational sustainability. A “business model mechanism” for BoP health care hence emerges, where interdependencies among these dimensions are highlighted. This article sheds new light on how market-based approaches can improve equitable health care access and hence contribute to poverty alleviation.

72 citations

Sandy Chong1
01 Jan 2007
TL;DR: In this paper, the authors explore and structure the major issues of BPM adoption and implementation as the first such research initiative for SMEs in the wine industry, and show that the lack of financial resources, time, and knowledge of business process management are the major factors inhibiting BPM implementation for small and medium-sized enterprises in the Australian wine industry.
Abstract: Gartner EXPPremier (2005) identified Business Process Management (BPM) as the number one business priority and building Business Process Capability as a major challenge for senior executives within the coming years. The focus of BPM in practice and related research has been its application in large organisations. The general value proposition of BPM, however, is also of significance for small and medium-sized enterprises (SMEs). SMEs within the wine industry have only recently begun to apply BPM principles to their business. The main motivating factors for this business improvement effort is a need to cope with consolidation trends and the global grape glut, which are forcing wine businesses to increase operational efficiency. The wine industry has been selected as a case study for this research not only due to its local significance, its growth driven by globalisation and its contribution to the economy, but also the relative immaturity in terms of establishing concepts of a process-oriented organisation. This study aims to explore and structure the major issues of BPM adoption and implementation as the first such research initiative for SMEs in the wine industry. The research was conducted in Western Australia and involved qualitative data collection including interviews and content analysis of existing documentation. The study shows that the lack of financial resources, time, and knowledge of BPM are the major factors inhibiting BPM implementation for SMEs in the Australian wine industry.

71 citations

01 Jan 1996
TL;DR: The concept of economic web as discussed by the authors is a new strategy for the information age, and it is a natural response to environments fraught with risk and uncertainty - which is why they are so prevalent in high-technology arenas.
Abstract: Are "webs" a new strategy for the information age? The key question: should you adapt or shape? How much of the wealth do you share? Managing the dynamics of increasing returns What does it mean when one of the worlds biggest manufacturers of personal computers finds it difficult to stay independent? In the old days, bigger meant more powerful - and often a high market multiple too. But now, just the opposite may be true. Think of Netscape, a company that barely existed 18 months ago, and even today numbers only a couple of hundred employees. Is Netscape overvalued? Perhaps. But if you consider how quickly it has mobilized other companies to support and implement its technology, you begin to see why the excitement may be justified. Netscape exemplifies a new form of industrial structure. "Webs" are clusters of companies that collaborate around a particular technology. Probably the best-known is the Microsoft and Intel personal computer web, in which hardware and component makers, software developers, channel partners, and training providers combine to deliver the overall value proposition of a Windows PC. Other webs have formed around Novell's PC networking systems and SAP's integrated enterprise IT solution for manufacturers. Webs emerge from the turmoil wrought by uncertainty and change. They spread risk, increase flexibility, enhance an industry's innovation capability, and reduce complexity for individual participants. They are characteristically the work of a single architect or shaper, which (unlike a monopolist) maximizes the size of the web by giving away value to other companies. The more companies - and customers - that join, the stronger the web becomes. Webs create powerful new ways to think about strategy, risk, technological uncertainty, and innovation. They help us see why the virtual company may be more than just an abstract concept. They influence management focus, organizational structure, performance measurement, and information systems. They may even represent the opening salvo in the transition from industrial-age to information-age strategies. What are webs? An economic web is a set of companies that use a common architecture to deliver independent elements of an overall value proposition that grows stronger as more companies join the set. Before a web can form, two conditions must be present: a technological standard and increasing returns.(*) The standard reduces risk by allowing companies to make irreversible investment decisions in the face of technological uncertainty. The increasing returns create a mutual dependence that strengthens the web by drawing in more and more customers and producers. Webs are not alliances, however. They operate without any formal relationships between participants. Each company in a web is wholly independent; only the pursuit of economic self-interest drives it into web-like behavior. It prices, markets, and sells its products autonomously. Webs are a natural response to environments fraught with risk and uncertainty - which is why they are so prevalent in high-technology arenas. The "safety net" created by the other participants in a web allows a firm to focus exclusively on activities in which it can offer distinctive value. In this way, webs reduce overall investment requirements, focus individual participants' investments on areas most likely to succeed, and promote the emergence of multiple suppliers for bottleneck components. In such industries as multimedia, where companies are dealing with more than a dozen major technological discontinuities at once, it is only natural for this latest evolution in industrial dynamics to have occurred. But webs are by no means confined to technology providers, as we shall see. Within economic webs, technology webs organize around specific technology platforms. One prominent example of a technology web is the desktop computing business. …

71 citations

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.

71 citations


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