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1 – 10 of over 100000
Article
Publication date: 1 February 2016

Seyedeh Khadijeh Taghizadeh, Krishnaswamy Jayaraman, Ishak Ismail and Syed Abidur Rahman

The purpose of this paper is to validate scale measurements of dialogue, access, risk assessment and transparency (DART) constructs, as the process of value-co-creation, and then…

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Abstract

Purpose

The purpose of this paper is to validate scale measurements of dialogue, access, risk assessment and transparency (DART) constructs, as the process of value-co-creation, and then understand its effect on innovation strategy. Further, the paper explores the influence of innovation strategy on the market performance.

Design/methodology/approach

The model links four dimensions of DART as building blocks of value co-creation, to the innovation strategy. Further, the model links innovation strategy to the market performance. In total, five hypotheses are postulated. Testing was conducted through structural equation modeling using PLS-SEM, utilizing data from 249 managers of telecommunication companies in Malaysia.

Findings

The result of the analysis revealed dialogue, risk assessment and transparency having a significant positive relationship with innovation strategy. These results signified the importance of value co-creation to formulate an innovation strategy of the firms. The finding of the research shows that innovation strategy has a strong effect on market performance as well.

Practical implications

Implementing value co-creation process facilitates companies in formulating an innovation strategy that enhances market performance significantly.

Originality/value

The paper validated scale measurement of DART model which adds substantial knowledge and concepts in the areas of value co-creation process. It describes the first empirical research study on the practice of value co-creation and innovation strategy in developing country focusing on telecommunication industry. Further, the model examines the effect of DART dimensions on innovation strategy result in market performance enhancement.

Details

Journal of Business & Industrial Marketing, vol. 31 no. 1
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 24 February 2020

Haili Pan

Many companies strengthen their interaction with consumers by establishing online communities and bring convenience to value co-creation with consumers. Some companies use…

Abstract

Purpose

Many companies strengthen their interaction with consumers by establishing online communities and bring convenience to value co-creation with consumers. Some companies use economic and social strategies to stimulate consumer value creation. However, the way to increase the effectiveness of such corporate strategies remains unclear. To address this challenge, this study investigates the impact patterns of economic and social strategies that influence consumers' value co-creation behaviour in firm-hosted online communities (FOCs). Moreover, the effective conditions for the value co-creation of the two strategies are explored.

Design/methodology/approach

Data from an FOC were collected for electronic communications products. A total of 1,305 second-hand data records on value co-creation activities were obtained. Then, an econometric model was built and Stata14.0 software was used for data analysis.

Findings

The effect of economic interaction strategy on the value co-creation in online communities is an inverted U-shaped model, and that of social interaction strategy is relatively stable and is not an inverted U-shaped model. Value creation initiatives introduced by enterprise personnel adopt economic strategies to improve effectiveness. On the contrary, value co-creation activities initiated by consumers use social strategies for the same purpose. Economic strategies are effective for large teams, whereas social strategies may lead to a “free rider” mentality.

Research limitations/implications

This study finds two important factors affecting the value co-creation in FOCs and their effective boundaries. However, other factors may also affect the online community value co-creation. Future research can further explore the intrinsic mechanisms of these strategies for value co-creation.

Practical implications

This article mainly discusses the influence of stimulation strategies on the value co-creation in an actual company community and exhibits good practical significance for the value co-creation activity and management in online communities. Firstly, corporate strategy is effective in communities, but this strategy requires proper control. Secondly, the company strategy must consider appropriate application conditions.

Originality/value

This study deepens the understanding of the impact of economic and social strategies on the value co-creation in FOCs and the effective boundaries of these impact patterns.

Details

Online Information Review, vol. 44 no. 3
Type: Research Article
ISSN: 1468-4527

Keywords

Article
Publication date: 14 July 2020

Harald Brege and Daniel Kindström

To successfully create customer value, firms must use coherent market strategies and perform value-creating activities that enable them to develop solutions to customers’ needs…

Abstract

Purpose

To successfully create customer value, firms must use coherent market strategies and perform value-creating activities that enable them to develop solutions to customers’ needs. However, as firms exhibit differences in how they approach value creation, their market strategies will also differ. These differences among market strategies can be described through different combinations of proactivity and responsiveness, representing each firm’s value-creation logic. This study aims to increase understanding of how firms can improve the effectiveness of their market strategies by considering their associated value-creation logics.

Design/methodology/approach

The authors conceptualize market strategies as coherent sets of value-creating activities. While the types of activities within a market strategy are driven by a firm’s strategic orientations, how these activities are performed is influenced by its value-creation logic. With this as the foundation, the authors develop a conceptual typology of archetypal market strategies based on the different value-creation logics that influence them.

Findings

The authors propose four distinct market strategies – habitual, visionary, adaptive and ambidextrous – representing unique ways in which value-creation logics influence the formation of market strategies. Furthermore, the authors highlight the need for activities to reflect consistent value-creation logics to create coherent market strategies and the authors provide an exploration of the activities that enable firms to implement different types of market strategies.

Originality/value

The typology expands the concept of market strategy, introducing the idea of a value-creation logic of proactivity and responsiveness, and thus demonstrating the need for more in-depth consideration of the value-creating activities that constitute market strategies to better understand how firms can create superior customer value.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 1
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 29 May 2023

Naushaba Chowdhury, Pravin Balaraman and Jonathan Liu

Over the last five decades, business to business (B2B) marketing has evolved from a transactional model to a behavioral model. This evolution is a consequence of the rise in…

Abstract

Purpose

Over the last five decades, business to business (B2B) marketing has evolved from a transactional model to a behavioral model. This evolution is a consequence of the rise in thoughts of managing customer journeys, services marketing and acknowledging value co-creation amongst stakeholders. The contemporary B2B marketing strategies of relationship, innovation, sustainability and digital marketing that emerge through the literature review are discussed to demonstrate how they add value to the competitive advantage of firms and facilitate co-creation between business partners to help design the customer journey. The purpose of the paper is to discuss how the apparel industry could implement the B2B marketing strategies highlighted and further suggests a framework of value co-creation. The framework shows the journey between business partners followed by the value propositions as service exchange through resource integration within the service ecosystem.

Design/methodology/approach

Through a review of the literature, the evolution of B2B marketing unveils the importance of services marketing and how the marketing strategies discussed add value to the services marketing, this is further explored with propositions of value co-creation between business partners. The propositions are based on the theory of service dominant logic, whereby, the partners in the service ecosystem co-create value from value propositions offered by the business partners in collaboration with supply chain innovation.

Findings

A framework is suggested in the context of the apparel industry that demonstrates the value propositions as a part of the B2B marketing strategy. Through resource integration and collaboration between the business partners, the value propositions in the form of services, are exchanged resulting in value co-creation that leads to the ultimate offering to the end customer.

Research limitations/implications

The service dominant logic theory and the supply chain innovation model are the basis of the framework, showing the value propositions made, are in collaboration between the firm and the supply chain partners. The value propositions in the form of services are exchanged as an outcome of resource integration amongst the business partners resulting in value co-creation which will aid apparel manufacturers differentiate their services and manage customer journeys better. The framework will be further researched through primary research to determine its rationality in the real-world context. The nature of the industry being fast paced, the literature will be outdated in a short span of time and with the vast growth, new strategies will need to be executed eventually.

Practical implications

The paper discusses how the apparel industry can move forward with the B2B marketing strategies highlighted through the literature review and further suggests a framework of value co-creation. This will aid apparel manufacturers to focus their marketing efforts in an era of services marketing and compete better globally with service offerings.

Social implications

The competitive advantage strategies and other key emerging themes of co-creation, value co-creation and customer journeys are highlighted and shows increasing importance to the survival of businesses in an era of service orientation and relationship marketing.

Originality/value

Through a critical literature review of B2B marketing strategies and with the use of theoretical models of service dominant logic and supply chain innovation, the conceptual paper proposes a framework by the authors that allows future research to analyse value co-creation in B2B marketing strategies for the apparel industry.

Details

Journal of Strategy and Management, vol. 16 no. 4
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 6 June 2023

Meichun Lin and Watcharee Lekhawipat

Numerous biotechnology and pharmaceutical firms have undergone considerable changes and adapted to the challenge of developing sustainable products and services. However, few…

Abstract

Purpose

Numerous biotechnology and pharmaceutical firms have undergone considerable changes and adapted to the challenge of developing sustainable products and services. However, few studies have explored the factors that contribute to the success of external innovation and value co-creation strategies adopted by biotechnology and pharmaceutical firms. The purpose of this study is to examine how biotechnology and pharmaceutical industries use value co-creation strategies to obtain external resources.

Design/methodology/approach

This study developed a conceptual framework based on the relevant literature. The study applied a resource-based approach, dynamic capability theory and a qualitative multiple-case study design to investigate several research questions; semi-structured interviews were conducted with representatives from 11 biotechnology/pharmaceutical firms in Taiwan, and the data extracted from the interview content were axially coded.

Findings

This study revealed that factors such as dynamic marketing capabilities and process optimization contributed to the success of the aforementioned strategies; several propositions were also developed on the basis of the literature review and coded data, thereby providing insights regarding the relative efficacy and propriety of various external innovation and value co-creation strategies and models in various situations and contexts. Firms and technology providers might enter a technology licensing agreement, establish a joint venture company; participate in a merger/acquisition depending on their size, research and development capabilities; or goals and time- and cost-related factors.

Originality/value

The main original contributions of this study are the proposed conceptual framework and the insights provided regarding the relative efficacy and propriety of different external innovation and value co-creation strategies and models in different situations and contexts.

Details

Journal of Business & Industrial Marketing, vol. 38 no. 12
Type: Research Article
ISSN: 0885-8624

Keywords

Book part
Publication date: 14 November 2017

Rick Colbourne

Indigenous entrepreneurship and hybrid venture creation represents a significant opportunity for Indigenous peoples to build vibrant Indigenous-led economies that support…

Abstract

Indigenous entrepreneurship and hybrid venture creation represents a significant opportunity for Indigenous peoples to build vibrant Indigenous-led economies that support sustainable economic development and well-being. It is a means by which they can assert their rights to design, develop and maintain Indigenous-centric political, economic and social systems and institutions. In order to develop an integrated and comprehensive understanding of the intersection between Indigenous entrepreneurship and hybrid ventures, this chapter adopts a case study approach to examining Indigenous entrepreneurship and the underlying global trends that have influenced the design, structure and mission of Indigenous hybrid ventures. The cases present how Indigenous entrepreneurial ventures are, first and foremost, hybrid ventures that are responsive to community needs, values, cultures and traditions. They demonstrate that Indigenous entrepreneurship and hybrid ventures are more successful when the rights of Indigenous peoples are addressed and when these initiatives are led by or engage Indigenous communities. The chapter concludes with a conceptual model that can be applied to generate insights into the complex interrelationships and interdependencies that influence the formation of Indigenous hybrid ventures and value creation strategies according to three dimensions: (i) the overarching dimension of indigeneity and Indigenous rights; (ii) indigenous community orientations and (iii) indigenous hybrid venture creation considerations.

Book part
Publication date: 23 December 2005

Arabella Mocciaro Li Destri and Giovanni Battista Dagnino

Various authors have brought forth the idea that the increase in context turbulence and the relentless change in today's economic and competitive environments have rendered it…

Abstract

Various authors have brought forth the idea that the increase in context turbulence and the relentless change in today's economic and competitive environments have rendered it essential for an effective firm strategy to combine both value appropriation and value creation (Porter, 1996; Moran & Ghoshal, 1999; Venkataraman & Sarasvathy, 2001; Hitt, Ireland, Camp, & Sexton, 2001b). Nonetheless, the methodological bases and the assumptions that characterize contributions concerning value appropriation and value creation are notably different and in many respects opposite to one another. These profound methodological differences hinder the possibility of a combined consideration of value appropriation and value creation issues within a coherent interpretative framework. By reinterpreting more conventional strategy studies in the light of the Austrian process view, this article builds a process framework which is able to consider and render mutually compatible both value appropriation and value creation within the unitary process of firm development. In addition, the use of the Austrian approach as an interpretative lens enables an evolution and extension of the resource-based theory that consents it, not only to grasp the mechanisms behind value appropriation, but also to suggest new ways of viewing post-industrial firm behavior that help to interpret its dynamic and proactive role in the value creation process.

Details

Strategy Process
Type: Book
ISBN: 978-1-84950-340-2

Article
Publication date: 3 July 2017

Gino Marchet, Marco Melacini, Sara Perotti, Chiara Sassi and Elena Tappia

The resources and mechanisms required to complete a value proposition are generally considered as crucial aspects in designing a company business model. However, research in the…

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Abstract

Purpose

The resources and mechanisms required to complete a value proposition are generally considered as crucial aspects in designing a company business model. However, research in the third party logistics (3PL) arena concerned with studying how 3PL providers define their value creation architecture to meet different shippers’ requirements has so far been inadequate. The purpose of this paper is to fill the gap, providing a detailed investigation on how the 3PL providers’ capabilities and logistics expertise can add value to their shippers’ processes.

Design/methodology/approach

A qualitative exploratory research was conducted involving, first, a systematic combining process to understand the main factors and operational strategies whereby 3PL providers can create value and build a comprehensive framework of their value creation architecture. Second, a qualitative survey was conducted on 44 leading 3PL providers operating in Italy to understand how these providers can organise themselves to create value for shippers.

Findings

The 3PL providers’ value creation architecture is presented within a clear and comprehensive framework, together with 30 potential operational strategies that can be used by 3PL providers and the related factors that enable value to be created for shippers. Three main value creation models (volume-oriented 3PL providers, process-oriented 3PL providers and innovation-oriented 3PL providers) are identified. The importance of the different factors enabling value creation is highlighted for each model, identifying the distinctive operational strategies and those adopted most frequently.

Practical implications

From a managerial perspective, 3PL providers will find these results useful for developing suitable strategies to compete on the market. From their side, shippers can understand and evaluate how 3PL providers are able to offer value to their logistics processes, allowing them to select the logistics partner who best fits their needs.

Originality/value

The present paper fulfils the identified need of examining the 3PL providers’ business model in detail. A set of distinct value creation models is identified and thoroughly investigated to reveal the different competitive advantages available to shippers.

Details

International Journal of Physical Distribution & Logistics Management, vol. 47 no. 6
Type: Research Article
ISSN: 0960-0035

Keywords

Article
Publication date: 11 July 2016

Gianpaolo Iazzolino and Domenico Laise

The purpose of this paper is to place the value creation process within sustainable growth strategies. Building on Drucker (1968, 1999a, b), Pulic (2000, 2004, 2008) and other…

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Abstract

Purpose

The purpose of this paper is to place the value creation process within sustainable growth strategies. Building on Drucker (1968, 1999a, b), Pulic (2000, 2004, 2008) and other papers by the same authors (Iazzolino and Laise, 2013) the specific aim of this research is to propose an accounting-based framework able to: distinguish between knowledge-intensive firms (KIFs) and nonknowledge intensive firms (nonKIFs); and investigate the contribution of the two sets of firms (KIFs and nonKIFs) to overall sustainability, from a social point of view, of the economic system.

Design/methodology/approach

The paper uses the notion of value added (VA) (Pulic, 2000, 2004, 2008) as the main indicator to measure the value creation in a knowledge economy context. As regard the first point of the framework, the approach is based on the analysis of VA and its components, starting from a reinterpretation of the concept of value added intellectual coefficient made by the same authors of this paper. An empirical analysis based on the composition of VA in ten Italian industries, by using an overall sample of 1,000 firms, has been carried out and is described in the paper. As regards the second point, the paper analyses, from a theoretical point of view, the necessary conditions to set up a sustainable value creation strategy in social terms, using the conceptual categories introduced by Drucker (1968, 1999a, b) and Pulic (2000, 2004, 2008).

Findings

From results of the empirical analysis it emerges that: first, in traditional industries the weight of the cost of employees on VA (human capital investments) is less than the other sectors (low human capital intensity). In these sectors the value creation strategy is mainly based on “dead knowledge,” embedded in machines (physical capital); and second, in nontraditional industries (consulting, advertising, research, etc.) the economic value creation is mainly based on “living knowledge,” embedded in human resources (high human capital intensity). In these sectors we have lower productivity of work (VA/human capital) and higher employment.

Practical implications

The framework proposed makes it possible to reduce the risk of myopic valuation of economic performance. Through this methodology it is possible to highlight the effects of sustainable strategies based on knowledge investments oriented toward the stakeholder value theory and corporate social responsibility. The approach can be very useful for top managers and for accountants, as it underlines the importance of the VA income statement and constructs a strong link to the themes of knowledge management.

Originality/value

The originality and the value of this methodological proposal can be appreciated by taking into account that in the literature there is no accounting-based methodology that is able to identify: the knowledge-intensive firms; and the firms that can contribute to overall social sustainability, within the set of all firms.

Details

Journal of Intellectual Capital, vol. 17 no. 3
Type: Research Article
ISSN: 1469-1930

Keywords

Article
Publication date: 19 May 2023

Hayat Ayar Şentürk and Kaan Tuğrul Özkan

The logic of value innovation has received increased attention in the strategic marketing and innovation literature. Studies investigating how value innovation, as a firm’s…

Abstract

Purpose

The logic of value innovation has received increased attention in the strategic marketing and innovation literature. Studies investigating how value innovation, as a firm’s strategic mindset, contributes to creating new market space through more proximal market-driven factors such as strategic decisions and customer value are still lacking, nevertheless. This study aim to investigate how the logic of value innovation influences creating new market space through quantum strategy and customer value creation.

Design/methodology/approach

Survey data from a sample of 204 manufacturing and service firms was used to test the conceptual model and research hypotheses. The data were analyzed using structural equation modeling.

Findings

The findings reveal the direct and indirect effect of value innovation logic on the new market space through the mediation of quantum strategy and customer value creation. Besides, this study shows that quantum strategy does not directly contribute to customer value creation. A reason is that the quantum strategy as a both/and strategy is the more dominating factor in creating new market space.

Originality/value

There is still a lack of a systematic understanding of how value innovation, as a firm’s strategic mindset, contribute to creating new market space through a firm’s strategic choices and superior customer value creation, as more proximal market-driven factors. This study empirically attempted to address this research problem. This study contributes to the strategic marketing literature by providing a model for the interwoven relationships between value innovation, quantum strategy, customer value and new market space.

Details

Journal of Business & Industrial Marketing, vol. 38 no. 12
Type: Research Article
ISSN: 0885-8624

Keywords

1 – 10 of over 100000