Customer‐focused performance and the dynamic model for competence building and leveraging

Abstract

In today's turbulent environment, customers are playing a more important role in competition, which can be reflected by customers as co‐producer, value co‐producer, or co‐developer of knowledge and competencies, etc. Accordingly, business priority should be given to what customers really value. Unlike previous studies, which emphasize market performance mainly from the internal or firm's perspective, this paper proposes that firms should prioritize customer‐focused performance, defined totally from an external perspective of targeted customers. The paper examines the important role of customer‐focused performance and its interactive relationships with other dimensions of the overall performance system, and goes further to analyze the components and dynamics of customer‐focused performance. Finally, attention is given to the dynamic competence building and leveraging process and its key elements, which determines the customer‐focused performance in perspective of resource‐based views. Important propositions are presented and future implications discussed.

Entrepreneurial Intellectual Capital [Human Capital, Social Capital, Customer Capital, Technology Capital] on SME's performance in Medan, Indonesia

“…This is also supported by [25], which states that business performance can be classified in 2 aspects, namely the quantitative aspect which is the financial aspect and qualitative aspect which is non-financial aspect [26]. Financial aspects include the level of sales, finance, profitability, productivity, product value added and market share [27]; [28]. The non-financial aspect include consumer's satisfaction, human resource development and employee working satisfaction [29]; [27].…”

Value Discipline Dimensions on Organisational Performance and Competitive Advantage: A Study on Pharmaceutical Companies in Diabetes Care

“…Different sources such as magazines, text books, peer journals and other academic databases namely Emerald, PROQUEST, Springer, EBSCO and other indexed journals are also referred to obtain the aim of the study. In this aspect, there are numerous researchers in past have applied the secondary data collection method along with primary data collection include Wang & Lo (2003), Yim et al (2008), Luca & Atuahene-Gima (2007. To our knowledge, there is only less number of research have focused the research in review aspect.…”

“…In developed countries, studiessuch as (Wang & Lo, 2003;Yim, Tse, & Chan, 2008;Tuominen, Rajala, & Möller, 2001;Habryn, Blau, Satzger, & Kölmel, 2010;Habryn, Blau, Satzger, & Kölmel, 2010;Brock & Zhou, 2012) have identified the positive relationship between customer intimacy and organisational performance in different countries. However, these studies have failed to provide in-depth information on a specific strategy that the companies have adopted to interact with customers.…”

“…For example, the study of Wang & Lo (2003) examined the positive relationship between customers and organisation. The positive impact was observed between the two through thequality of products, and services, value and satisfaction, and transparency of revenue.…”

Inhibiting Factor of Primary School Teacher Competence in Indonesia: Pedagogic and Professionalism

“…Learning organization can build teacher basic competencies and increase their knowledge and skills used to solve teaching problems (Wang et al, 2003;Senge, 1996;Marqued, 1996). The qualities of learning association is an association that can give chances to instructors to learn persistently to enhance their ability, intensity, proficiency, and authoritative greatness.…”