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Outlines a new approach for managing brands that brings the process into line with recent advances in the management of flatter, customer‐facing organizations. Argues that the traditional marketing and brand‐building approach, characterized by a narrow, product‐focussed selling proposition, no longer adds sufficient customer value. As a result, a gap has arisen between the value offered by the brand and the value expected by its customers. The factors which contribute to this value gap are discussed in the context of the changing customer and the changing organization where customer value is increasingly generated by business processes traditionally outside the remit of brand management. Introduces a management tool, the Unique Organization Proposition (UOP) to bridge this value gap by integrating the company’s core business processes into a visible set of credentials that adds customer value through the supply chain. Identifies and discusses the ways in which the UOP links with each of five core business processes. In conclusion argues that if marketers are to regain their role in the heart of the value‐adding process, they must lead in the management of the UOP and relegate their traditional brand engineering tools to an appropriate place in the overall UOP architecture.

The greater part of the academic literature coincides in highlighting the positive influence that consumer participation has on the value created in service delivery. In this sense, research stands out which studies the consumer's role as a value co-creator in the service. However, there are few studies which analyze the consequences of co-creation behavior from the customer perspective. This research aims to fill this gap. To do so, it sets out from the measuring of co-creation from the perspective of the customers themselves and proposes that there is a direct relationship between value co-creation behavior and customer satisfaction with the service experience.

To verify the hypothesis proposed, adults over 18 were personally interviewed. They had to be regular users of firms in the beauty parlor and personal care sector. The data collection finished with 547 duly-completed questionnaires. The SPSS 20 and AMOS 20 statistical programs were used for the data analysis.

Regarding the causal model proposed, the data confirm the relationship set out in the hypothesis. It can therefore be stated that there is a positive relation between value co-creation and customer satisfaction. It allows a greater comprehension of the value creation process, analyzing the consequences for customer satisfaction. In this sense, the findings of the study suggest that service firms dedicated to personal care should foster the customers' active participation in the value creation process.

The analysis highlights the positive influence which taking part in the value co-creation has on satisfaction. This is the first study that clearly shows this relationship from the empirical point-of-view.

Managers and academics alike focus on value creation in business relationships. This paper adds to existing literature by analyzing functions of business relationships and their impact on value perception. Applying a customer perspective, direct relationship functions are concerned about payment, quality, and volume. Indirect functions include innovation, access, and scouting. Furthermore, trust and number of alternative suppliers are included in the study. The empirical results illustrate the important role of direct and indirect functions for value creation. Understanding these functions is instrumental for driving customer value, both for the supplier and the seller. Direct functions do have a much stronger impact on value than indirect functions that still do have a significant impact. Thus, increasing direct function fulfillment is much more effective in order to gain key supplier status than relying only on indirect functions. But indirect functions may offer ample differentiation opportunities. Being a strong driver of relationship value, trust is also driven by function fulfillment. Thus, relationship value depends on rational elements (functions) and social elements (trust). Availability of alternative suppliers increases the importance of relationship function fulfillment on customer value and customer trust. In highly competitive markets, suppliers need clear understanding and communication of relationship value in order to succeed.

Good companies innovate. In the process, they consider target markets, target customers, new product or service offerings, and the positioning of these relative to competitors. This forms a basic strategy for the innovation. However, the lesson of competitive dynamics today is that innovation effort stops short of its ultimate potential if it does not also embrace the business model possibilities provided by the innovation itself. This short article provides a strategic lens for considering the efficacy and power of a business model for a product or service innovation.

The current paper is grounded in the empirical results of an ongoing longitudinal study (undertaken by the authors team in the U.S., Canada and Ukraine) aimed at exploring the structure, characteristics, evolution, and performance outcomes of organizational business models.

The business model’s key characteristics are customer value (the “effectiveness side” of the equation, i.e., doing right things for customers that the latters are ready to appreciate and pay for, but not always to the focal firm) and business value (the “efficiency side” of the equation, reflecting translation of the customer value into profit). Importantly, our evidence strongly reveals the dynamic nature of the business model construct, implying that the companies evolve in terms of these two dimensions.

The recommendations part of the article is primarily based on the in-depth analysis of the recent history of large companies that were struggling to: sustain customer value, and develop and apply internal product and production platforms to increase operating efficiency, and hence business value. All these firms had either slipped into or were in the danger of slipping into Impostor status, and were seeking ways to regain and sustain their Innovation advantage, often over newer entrants in their respective industries.

Introduction of the Business Model Value Matrix allowing to analyze the current company’s business model; practical recommendations regarding getting to and remaining in the Winner quadrant

The masterclass describes how companies are rapidly moving away from firm-centric views of value to a more customer-centric perspective of how value is created and co-created in an age of ubiquitous connectivity and producer-consumer real-time interaction.

This masterclass focuses on the insights of Harvard marketing expert Thales Teixeira’ book Unlocking the Customer Value Chain: How Decoupling Drives Consumer Disruption.

Professor Teixeira argues that change in consumer behavior, rather than technology, is the primary source of disruption in many industries, particularly in those likely to be most impacted by digitization. By paying close attention to the customer’s value chain, entrepreneurs can spot potential new opportunities for disruption and incumbents can figure out how best to respond to potential challenges.

When delving deeply into the customer value chain for disruptive innovation opportunities, it is important to recognize that customers always pay you with three ‘currencies,’ their money, their time and their effort.

By highlighting the common phenomenon of decoupling and how it operates, Teixeira helps make its disruptive potential more transparent and predictable for both disruptors and incumbents alike. Teixeira’s research identified three different types of decoupling: value-creating decoupling, value-eroding decoupling and value-charging decoupling.

The concept of exchange is considered and the insights that this provides are combined with Day’s concept of customer value equations to propose that there is also a need to evaluate the supplier’s value equation. Examples of how both customer and supplier value equations might be used by a supplier to further its understanding of the relationships which it has with customers are discussed.

Today, as services and products are becoming increasingly intertwined and the competition increasingly global, delivering customer value is not as simple as it used to be. In this article, we suggest that in contemporary business environment customer value is often systemic by nature. This means that managers need to assess their firm's offering through systems‐thinking perspective in order to find out what are the most effective ways to create value for the customer.

Evidence of systemic customer value is provided in the form of illustrative examples from Apple's and Google's offerings. Furthermore, we utilize a quality function deployment (QFD) tool to provide an example of modeling of the systemic value attributes.

This paper illustrates how such systemic customer value in the firm's offering can be modeled. This enables the tracking down of the functions that produce the most value in terms of meeting various customer needs. A firm that understands the systemic nature of customer value is better able to concentrate on improving the core functions of its offering, thus gaining competitive advantage and value‐based differentiation over its rivals.

The paper identifies three key issues and best practices concerning systemic value that are helpful for practitioners in improving their firms' offerings, i.e. connectivity, the importance of platforms, and the emerging role of free functions.

The novelty of this paper lies in its analysis of systemic value. Value creation for the customer is often approached from a rather narrow perspective, without understanding the systemic viewpoint.

The paper aims to present a three‐step approach that enables companies to define and quantify what customers value, systematically deploy their resources to deliver greater value than the competition, and capture a greater share of the value delivered to customers.

Each of the three the three steps in the value creation cycle is examined, and the tools and approaches that leading companies use to maximize shareholder wealth are outlined.

A customer‐value based approach to management can help companies instill a fact‐based decision‐making process in the enterprise. This promotes faster growth through differentiated customer investment. It ensures that the highest return initiatives are prioritized. Enterprises using this disciplined three‐step approach will be well positioned to better understand value potential, creating value, delivering value, and managing their market position to maximize the value they capture.

Mastering the value cycle enables enterprises to win in both the customer markets and the financial markets. In short, it leads them to long‐term profitable growth.

The article describes how a well-functioning, competent system of self-evaluation of customer value creation and delivery can be an essential part of a corporate initiative to reach or sustain the winner state.”

The true value the firm’s customers are obtaining from interactions with the firm can be assessed by obtaining candid answers to the following three strategic value-focused business model questions: 10;(1)9;How do you make sure you are offering the benefits your customers really appreciate most? 10;(2)9;What group of customers is the primary focus of your efforts? 10;(3)9;How do you help your customers fully appreciate the delivery of the benefits offered? 10;These three questions were derived from an in-depth investigation of the business models of real-world firms that succeeded in moving to and remaining in the winner state, an ongoing longitudinal study undertaken by the authors’ team in North America, Southeast Asia and Europe.

Based on the authors’ research, companies with sustainable winning business models institutionalize the processes of systematic, ongoing collection of the information about customer value, integrating it into the strategic decision making processes.

To be effective, according to our research, the analysis needs to consider value proposition (what is promised), value targeting (who is the primary recipient) and value delivery (how the promise is fulfilled) separately, which most companies don’t do.

The article offers top executives, marketing executives and board members process for updating and adjusting the business model so that it continues to produce superior revenue, operating profit and ongoing customer and shareholder satisfaction.

Customers differ widely in the long‐term value they represent to a company, and the “best” customers are often many times more valuable than the average ones. Cites four customer value components: acquisition cost, revenue stream, cost stream and length of relationship. Argues that by understanding and managing lifetime customer value, a company not only allocates resources to its customers more effectively, but also becomes better able to focus on developing long‐term customer relationships. Examines ways to calculate lifetime customer value and use it as the basis for strategy development.