Search results

The purpose of this paper is to increase understanding of end consumer’s value creation in the context of Finnish nature-based tourism from the viewpoint of the customer-dominant logic (CD logic) of service.

Existing research on the CD logic of service and value creation, consumer value and value creation as a hierarchical process is reviewed. The exploratory research design was applied. The data were constituted of 40 end consumers’ interviews. Based on the means-end chain model, a laddering interview was applied.

The findings indicated that end consumer’s value created in a nature-based tourism service included five final value categories. Those categories were related to emotions and feelings, enjoyment, fun and even lifetime memories. They indicated long-term characteristics of value, individually created value, collective experience and shared value.

The findings increased understanding of end consumer’s value creation as a process. The paper provided ideas for developing better nature-based tourism service offerings, value propositions and insights into end consumer’s value creation in terms of individual and shared value. The findings are valuable for nature-based tourism researchers and stakeholders.

New knowledge on end consumer’s value creation process was created by presenting the hierarchical value maps. The five final value categories indicated the value-in-use. The final value categories emphasised either individual or shared value, which included the end consumer’s life and previous experiences. The preliminary findings will help to develop hypotheses and research problems for future research.

Supply chain practitioners have made great strides in forming collaborative partnerships, yet the end consumer is often left out of these plans. Being an important member of the supply chain, we propose that supply chains need to get closer to the end consumer ‐ forming collaborative relationships that center around demand planning. Developing subscription relationships with end consumers will lead to increased planning time, which will result in dramatic cost reductions and superior consumer value and satisfaction through lower costs, increased convenience, and improved availability of supply. Being a new and unique strategy, not all consumers will adopt subscription supply chains. However, we argue that some consumer segments will receive tremendous value and satisfaction purchasing certain types of products and services through subscriptions. Tremendous opportunities await those supply chains who target the right consumers, marketing the right products and services through a subscription supply chain.

This work examines the relationship between internal and relational capabilities and the creation of value to the end consumer in the case of the process of receipt, manufacture, and delivery of orders within the supply chain. This work develops a methodology to identify operations that generate core competences and those that do not, with the aim of improving the management of the supply chain.

This work analyses the order fulfillment process in a representative sample of firms operating in a region of Spain. To accomplish the research objectives, a personal survey was conducted using a questionnaire to evaluate 13 activities of the order distribution process in the supply chain.

The results of the study reveal that internal and relational capabilities explain the creation of value to the consumer. They also identify two groups of operations in line with their ability to be sources of relational or internal competitive advantage. With regard to the activities, it was shown that there are some activities that form part of the core competences, while others constitute non-core competences. This work demonstrates that the core activities generate higher value to the end consumer; however, it also shows how important the non-core activities may be to the creation of value.

The work offers orientation as to how the analyzed process should be redesigned to obtain a competitive advantage. Thus, this higher value to the end consumer will enable the firm to reduce prices or at least maintain them, in which case the firm will be able to offer additional services that differentiate it from the competition.

Finally, although the literature contains some works that analyze capabilities or relational performance, none to date have used variables such as activity simplification, integration and relational competitiveness in the framework of relational capabilities in the order fulfillment process. Another significant innovation of this work is the analysis at operation level, in which 13 activities belonging to an important process in the supply chain are analyzed.

Airtel, the leading mobile operator in India was going to launch the “Airtel Zero” platform that would charge service providers and OTT providers on the internet for mobile data traffic but would allow end consumers free access to the web sites that were signed up for the platform. The case revolves around the questions of pricing these data services to the service providers in a market where the price to one set of customers (the end consumer) was not independent of the price to another set of customers (the OTT service providers) - typical of two sided markets. Issues of net neutrality and competition have been considered alongside.

The purpose of this paper is to illustrate how a manufacturer improved the interaction within the channel to facilitate a system of learning between three subsequent customer levels.

The paper provides an example of how a manufacturer designed steps to change the traditional interactions between the customer levels and place themselves in the middle of a knowledge-sharing environment.

To best ensure consistency in knowledge sharing across the multiple levels, the learning and development (L&D) practitioner should examine the interactions and identify the unique benefits to encourage all members to freely engage in the learning system.

Managing the learning system allows the manufacturer to manage knowledge sharing and reinforce a consistent message.

The paper offers the steps undertaken and the benefits resulting from the improved interactions. The example provides the L&D professionals areas into which they can expand traditional learning environments.

The co‐orientation model is used as a vehicle for framing the perceptions of different stakeholder groups. This study aims to operationalize the principles of sustainable development in the chain‐of‐custody and measure two selected stakeholder groups' perceptions of their importance.

The co‐orientation model provides guidance for improving communications and stakeholder relationships by identifying different co‐orientation states of the communicating parties. The implications for the development of effective sustainability communication strategies for organizations are discussed.

Sustainability communications requires a systematic approach in which all the communication activities are directed toward achieving increased understanding between the organization and its relevant stakeholders about the issues. The co‐orientation model enables the identification of unique initiatives to overcome the communication problems caused by the different co‐orientation states. This insight can be utilized by communication managers to fine‐tune their organization's communication strategy to be more sensitive to the specific requirements of the communication situation. Some of the recommendations to manage the communication process include assumption surfacing, orgainzational reflection, improved stakeholder management and dialogue.

The co‐orientation model is a quite complex concept. This study tries to use the model in a concret case and develops different approaches for improving communications and stakeholder relationships by identifying different co‐orientation states of the communicating parties.

The purpose of this paper is to explore the extent to which a marketer’s own priorities as a consumer infiltrate workplace decision-making and how this contamination influences the creation of potential value for the end consumer. The “black box” of the organisation is opened to investigate potential value creation at an individual/manager level of analysis.

The authors gathered in-depth qualitative data from amongst marketing managers and directors in the UK, Australia and the USA. The authors theorised these data through boundary theory to develop an integrated producer-as-consumer potential value creation model.

The paper reveals the dynamic interplay in marketing/production decision-making between the individual’s consumer-self, manager-self and the external interface with the organisation.

The producer-as-consumer potential value creation model illuminates the complex role of the firm and its individual managers in the creation of potential value and identifies contingencies that result in a spectrum of possible potential value creation outcomes. These contributions are positioned within the marketing value creation and co-creation literatures.

Marketing organisations/managers may find this research useful when considering the benefits and drawbacks of integrating managers’ consumer-self insights into workplace decision-making and the creation of potential value for the end consumer.

This paper moves value creation/co-creation theory forward by revealing the dynamic potential value creation process and presenting a fluid representation of producers-as-consumers, at individual manager level. This paper is of interest to academic and marketing practitioner audiences.

Rather than businesses, individual end consumers may develop innovations for themselves. Innovating consumers generally do not protect their innovations with intellectual property rights and may be generally available – a phenomenon recently coined as “free innovation” (von Hippel, 2016). The purpose of this paper is to take stock of how innovation by individual consumers has been measured, and to propose a survey procedure for future studies of consumer innovation.

The author provides a literature review of how innovation by individual end consumers has been measured, and reports on a pilot study conducted in Finland to improve and standardize the measurement of consumer innovation.

The survey procedure includes up to six steps which can be tailored to specific research purposes.

The procedure will enable better international/cross-study comparisons and an efficient collection of data.

Research shows a recycling behavior gap where end consumers are positive towards recycling but do not act in accordance with their intentions. Such a gap creates challenges for reverse logistics systems. The purpose of this paper is to investigate how adaptations in reverse logistics systems towards end consumers-turned-suppliers can improve recycling behavior.

A framework with three propositions is developed and evaluated empirically using a two-group dependent post-test quasi-experimental design. The empirical setting is recycling of household waste. Three interventions are evaluated as: (1) the social norms nudge, (2) the distance nudge and (3) the availability nudge.

The results show that nudging improved recycling action behavior for the experimental group. Control group behavior remained constant.

This paper suggests that the end-consumer’s role as suppliers needs to be included more actively into reverse logistics systems for products to enter the preferred loops of recycling in the circular economy.

A new field of climate psychology is used to explain challenges in reverse logistics systems and nudging is demonstrated as a tool with which to deal with them. The study also shows how quasi-experiments can be applied in logistics research.