Analyzing exchanges through the use of value equations

Blois, Keith

doi:10.1108/08858620410540982

Cited by 38 publications

(34 citation statements)

References 18 publications

(17 reference statements)

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“…As Gale (1994) (2000), Blois (2004) includes benefits and sacrifices which may be difficult to quantify in monetary terms, but are, nevertheless, relevant. He also refers to sacrifice rather than cost, reflecting that customers may not expect their suppliers simultaneously to supply their business competitors.…”

Section: B2bmentioning

confidence: 99%

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Reviewing and conceptualising customer-perceived value

Chang

Dibb²

2012

Mark. Rev.

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Customer-perceived value is of concern for consumers wishing to make sound purchase choices, for practitioners who are keen to improve their customers' perceptions of value, and for researchers seeking to clarify the conceptual underpinnings of customer-perceived value and its relationship with other marketing variables. This paper synthesises the literature from marketing, economics, axiology and psychology to provide a holistic review of the customer-perceived value concept. Drawing on these sources facilitates deeper understanding and conceptualisation of customer-perceived value. Specifically, the paper seeks to understand customer-perceived value in both services and new shopping contexts, such as the online setting. The implications for researchers and managers are considered.

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Section: B2bmentioning

confidence: 99%

“…Blois, 2004), while others focus on the value created by both supplier and business customer (e.g. Butz & Goodstein, 1996;Ravald & Grönroos, 1996).…”

Section: B2bmentioning

confidence: 99%

Reviewing and conceptualising customer-perceived value

Chang

Dibb²

2012

Mark. Rev.

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“…Companies create value in relationships with customers and suppliers and in order to compete they must actively appropriate some of this value for themselves (Blois, 2004;Mizik and Jacobson, 2003). The most basic expression of value is the difference between the benefits received and the sacrifices made (Anderson, Jain and Chintagunta, 1993;Walter, Ritter and Gemünden, 2001;Zeithaml, 1988).…”

Section: Value Appropriation In Business Exchange -Literature Review mentioning

confidence: 99%

Value appropriation in business exchange – literature review and future research opportunities

Ellegaard

Medlin

Geersbro

2014

Journal of Business &Amp; Industrial Marketing

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Purpose -Value appropriation is a central, yet neglected aspect in business exchange research. The purpose of the paper is to generate an overview of research on active value appropriation in business exchange and provide the foundation for further research into value appropriation, as well as some initial guidance for managers.Design/methodology/approach -Literatures investigating value appropriation were identified by the means of a systematic review of the overall management literature.Findings -We provide an overview and comparison of the literatures and find that they apply diverse understandings of the value appropriation process and emphasize different mechanisms and outcomes of value appropriation.Research limitations/implications -Based on the literature comparison and discussion, in combination with inspiration from alternative business exchange literature, we propose four areas with high potential for future research into value appropriation: network position effects, appropriation acts and behaviors, buyer-seller relationship effects, and appropriation over time.Practical implications -Boundary spanning managers acting in industrial markets must master the difficult balance between value creation and appropriation. This review has provided an overview of the many managerial options for value appropriation and created knowledge on the effects of the various appropriation mechanisms enabling managers to secure company rents while not jeopardizing value creation.Originality/value -To our knowledge, this paper represents the first attempt at reviewing the management literature on value appropriation in business exchange. We provide overview, details, comparisons, and frame a research agenda as a first step towards establishing value appropriation as a key phenomenon in business exchange research.

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“…Blois (2004) offers an admirably clear definition of the concept thus: …the value (Vc) that a customer perceives it will gain by making a purchase from a particular supplier… [is represented by] the difference between the perceived benefits (Bc) and the perceived life time costs (LCc) arising from making the purchase. That is: Bc -LCc…”

Section: Initial Concepts: Supplier Value and Buyer Attractivenessmentioning

confidence: 99%

Organisational Supplying Behaviour: Understanding supplier needs, wants and preferences

Ramsay

Wagner

2009

Journal of Purchasing and Supply Management

105

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The overall objective of this research is to improve the P&SM field"s understanding of the behaviour of suppliers with a longer term view to improving the ability of all buyers to influence the behaviour of suppliers in ways that match the buyers" requirements and preferences. The research identifies forty-nine elements in buyers" purchase offerings, behaviours and characteristics that suppliers regard as important. These have been conceptualised as Sources of Supplier Value (SOSV). This paper seeks to establish a common vocabulary for describing supplier needs, wants and preferences and their impact on buyer attractiveness. In view of the current paucity of research and understanding in this subject area, the paper"s main contribution is a coherent theoretical framework, terminology and rationale for investigations into the phenomenon of Organisational Supplying Behaviour. Paper type: Notes and Debates

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Analyzing exchanges through the use of value equations

Cited by 38 publications

References 18 publications

Reviewing and conceptualising customer-perceived value

Reviewing and conceptualising customer-perceived value

Value appropriation in business exchange – literature review and future research opportunities

Organisational Supplying Behaviour: Understanding supplier needs, wants and preferences

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