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There are a number of traditional business strategy theories that have been used to discuss business‐to‐business (B2B) e‐commerce strategy: Transaction Cost Economics, Resource‐Based View, Porter’s Market Forces Theory, and Channel Theory. However, there currently exists no comprehensive framework linking these theories into a method to rigorously assess value delivery strategies, and in particular to determine how to maximise the impact of the Internet as a value delivery channel. This paper answers this shortcoming by introducing a framework that draws together the main theories of strategic choice in a systematic fashion. In particular, the paper examines how different ways of delivering the same form of value (rather than particular products) from producer to customer may allow exploitation of the desirable features of the Internet to different degrees. By using a novel distribution business model from a real‐life case study to illustrate this framework, the paper uncovers several novel ways the Internet can enhance B2B strategy. The main contribution of the paper is the development of a formal, semi‐quantitative model of value delivery strategy evaluation, which can be used as a starting point for practical evaluation of strategy choices in particular settings, and also as a theoretical tool for discussing the role of the Internet in B2B e‐commerce in a more rigorous way.

After pioneering, but insular, work on the conceptualization and measurement of customer value in business markets undertaken in the 80s and 90s, interest in this topic is substantial since the beginning of this decade. Despite this recent interest, marketing scholars concur that value in business markets is still an under-researched subject. This contribution to the debate is threefold. The paper first proposes an own model of customer value conceptualization in business markets; based on several rounds of testing this theoretically grounded model in managerial practice indications exist to conclude that this model may offer benefits over current models.

Secondly, the paper provides a comprehensive survey of pricing approaches in industrial markets. The paper integrates this literature overview with own empirical findings. Concurrently the paper summarizes extant research on the link between pricing approach and profitability in industrial markets. The paper thirdly proposes a framework for value delivery and value-based pricing strategies in industrial markets. Proposing such a framework is both useful as well as necessary. Useful, since this framework guides new product development and pricing decisions and assists in the implementation of price-repositioning strategies for existing products; necessary, since the theoretical and practical adoption of value-based delivery and pricing strategies may have suffered from the lack of a unifying conceptual framework. Two case studies, one involving the pricing decision for a major product launch at a global chemical company, the other involving value delivery at an industrial equipment manufacturer, illustrate the practical applicability of the proposed framework.

The predominant view of positioning in both the literature and practice – a remarkably uni- or two-dimensional view – asks these questions: (1) What dimension should the product or service be positioned on, for example, unique styling, design, performance, and quality? (2) What category does the product or service compete in or belong to? So marketers therefore ask: Should the computer brand be positioned as reliable (Dell), or faster (Toshiba)? Research on economic value is well established in the pricing literature, especially in business-to-business pricing. Most of this literature focuses on differentiation value, that is, how to calculate the worth of the differential benefits a customer receives from using the firm's product versus the competitive substitute. But a much less studied area of this research deals with the price of the competitive reference product, or competitive frame of reference. Rarely do marketers extend positioning strategy to the level of economic value, asking: How is the product framed, and how valuable is the frame? The purpose of this chapter is to explore competitive frames of reference in business-to-business positioning. Specifically, what are alternative types of frames of reference? What is the role of the reference price in frames of reference? What are the implications of choosing one type of frame of reference versus another?

The concept of the “business model” is increasingly popular in the strategy literature as a way to outline an integrated approach to value creation, delivery, capture, and allocation. It addresses firm strategy but also the resources and capabilities needed to support that strategy and the structure needed to operationalize it. The global marketplace challenges our concepts of all parts of the business model, yet business-model concepts tend not to consider the effects of location or geographical dispersion on the viability of business models. The value of resources and capabilities to customer needs vary from country to country, forcing strategies to adapt. Institutional factors limit structural possibilities in global, regional, and national markets. Currency values, tax regulations, consumer protection and the like make capturing value for the firm and its network much more than simply designing profit margins into pricing structures. This paper offers an integrated but modular approach to the business model, applying concepts from international business studies to show that the very concept of business models as well as each part of the puzzle must be adapted to deal with much greater complexity in the relationships between the environment and the firm in the globalizing marketplace.

The integration of supply chains together with the disintegration of individual actors in the supply chain shifts the focus from actors to challenges in the interaction between actors. This paper aims to identify risk strategies for different supplier interactions in triadic configurations to outline supply strategies.

Companies participating in a research project recounted the challenges they faced regarding the integration of customer order-based management and supply from a triad perspective. Six triad configurations were identified, based on the literature, resulting in three risk strategies, which were empirically illustrated in practice by the participating companies.

A key finding is that a triad perspective for a customer-differentiated approach to supplier interaction results in a material classification that highlights the circumstances in which to apply “balance efficiency”, “postpone”, “balance responsiveness” and “speculate” supply strategies.

The research has focused on process drivers and controllability, and the results may require careful interpretation when there is a mix of standardized and customized products because further interaction differentiation may then be required.

The strategies developed herein provide guidelines for differentiated supplier interaction with explicit focus on triads where customer actors directly influence supplier actors. This approach highlights how outsourcing must be carefully executed when supplier actors are involved in delivery to customer orders.

The paper sheds new light on how customer requirements impact supplier interaction in terms of decoupling points related to both delivery strategy and control strategy. The study also presents a novel application of the Kraljic matrix in in terms of risk strategies in different triad configurations.

In the twenty‐first century business scenario, most organisations supply a range of products to multiple markets, so participate in several often quite different supply chains. Just as the linear chain is a simplification of a supply network, the single channel is a simplification of the true complexity many organisations face. When all products are pushed down a single channel, they are paced by the slowest and customers are charged an average price resulting in many being underserved. Manifestly, for most businesses “one size fits all” is not a viable option in delivery pipeline design and operation. This paper aims to address these issues.

Traditionally, the requisite number of delivery pipelines operated by a business is determined by “hunch”, as is the range of products flowing down each channel to the marketplace. The information technology (IT) revolution, which in turn has spawned the “analytic corporation” enables pipeline selection and product matching to be placed on a more formal footing. In order to enable the tailoring of value stream pipelines to markets five classification variables are proposed. These are duration of product life cycle (D), delivery window (W), annual volume (or value) (V₁), product variety (V₂) and demand variability (V₃).

Through the use of case studies drawn from real‐world situations, the authors are able to highlight the practical value of using appropriate taxonomies to identify appropriate supply chain design strategies. A framework for the implementation of a scheme for value stream classification is proposed.

The proposed analysis, design, and implementation methodology is summarised in flow diagram format. Emphasis is placed on the formation of a “natural group” task force to execute this programme. Production, sales, logistics, and marketing are all essential “players” therein.

It is established that the DWV³ classification system is suitable for framing pipeline performance improvement programmes. By exploiting the “analytic corporation” IT capability, the system has a dynamic role in determination of channel switching as products progress through their individual life cycle phases.

The purpose of the study is to introduce the idea of arena-relevant marketing capabilities and examine their impact on firm performance. Arena-relevant marketing capabilities are capabilities particularly relevant for success in a specific competitive arena in which rivals from different industries try to satisfy customer needs with alternative products and services. The authors focus on the luxury arena and pose the following research questions: Which are the arena-relevant marketing capabilities in the luxury competitive arena (i.e. luxury-arena-relevant capabilities)? (2) What is the relative importance of luxury-arena-relevant vs general marketing capabilities for firm performance in the luxury competitive arena?

To identify luxury-arena-relevant marketing capabilities, the authors conduct a qualitative study among 21 top managers of luxury brands. A subsequent large-scale managerial survey empirically tests the effects of luxury-arena-relevant vs general marketing capabilities on firm performance.

The study identifies four luxury-arena-relevant marketing capabilities: perfection in product creation, exclusive pricing, luxury-congruent storytelling and luxury brand inspiration. It confirms empirically that they have a higher impact on firm performance within the luxury competitive arena than general marketing capabilities.

The study takes an innovative perspective on marketing capabilities by linking them with the concept of a competitive arena and underlines the academic relevance of the concept of arena-relevant marketing capabilities for explaining firm performance.

The increase in intangible asset ownership and the importance of capabilities as “assets” has brought a new perspective to the conventional balance sheet and to the valuation of the assets, the business and shareholder value. The rise and demise of the “dot.coms” emphasise the need to reconsider the approach to corporate and shareholder valuation models. It is suggested that the virtual organisation offers the flexibility that organisation design will require if full advantage is to be taken of the emerging opportunities. However, successful virtual organisations require some planning and dedicated management if the success is to be sustained.

The purpose of the paper is to demonstrate how a generic value chain and customer focused system as demonstrated by the Scottish and Irish breast screening programmes can be used to provide a high quality health service.

Literature relevant to aligning the entire operating model – the companies' culture, business processes, management systems to serve one value discipline, i.e. customer intimacy, is reviewed and considered in the context of the NHS Scottish Breast Screening Programme in Edinburgh and BreastCheck – the National Breast Screening Programme in Ireland.

This paper demonstrates how an emphasis on customer focus and operational excellence, as used in other service industries, can help to provide a better health service. It uses the Scottish and Irish breast screening programmes as illustrative examples. The paper applies the key requirements in the delivery of a quality service including an understanding of the characteristics of a service industry, the management of discontinuities involved in its delivery and the environment in which it operates.

System failure is commonly the cause of quality failure in the health system. Breast screening programmes are designed to prevent such a failure. This paper promotes and describes the use of the generic value chain by using the knowledge gained in delivering a mammography‐screening programme.

The emergence of the digital marketplace has changed everything about how products are bought and sold. Over the past decade, US corporations have spent billions of dollars improving the structural integrity of a system designed by the seller to educate customers on the merits of their products and company. But that strategy survives only as long as a seller‐controlled environment dominates. Now customers dictate the future of many selling strategies. The author comments on nine building blocks that constitute the foundation for innovation and prosperity in the digital economy.