Assessing value co-creation and value capture potential in services: a management framework

Abstract

Purpose

The purpose of this paper is to investigate the managerial practices to assess value creation and value capture potential in longitudinal buyer-seller relationships, and proposes a framework for evaluating such potential for maximizing sales function efficiency.

Design/methodology/approach

The research is based on an exploratory multi-case study with seven internationally operating companies from a variety of industries, with the aim of building the framework for sales opportunity management. The framework is then refined in eight workshops with 21 companies.

Findings

The findings suggest that industrial companies need to develop new capabilities to efficiently manage value selling opportunities at different stages of the opportunity lifecycle.

Research limitations/implications

The underlying sales approach of the research is proactive value selling in a service business context. The findings may not be generalizable into other sales contexts.

Practical implications

The paper provides practicing managers with an actionable sales opportunity management framework for an effective management of sales quality.

Originality/value

The research contributes to a previously unexplored area of sales management, and suggests a managerial practice linking strategy to implementation at the customer interface.

Citation

Töytäri, P. (2015), "Assessing value co-creation and value capture potential in services: a management framework", Benchmarking: An International Journal, Vol. 22 No. 2, pp. 254-274. https://doi.org/10.1108/BIJ-07-2013-0075