Demand-side strategy and business models: Putting value creation for consumers center stage

Priem, Richard L.; Wenzel, Matthias; Koch, Jochen

doi:10.1016/j.lrp.2017.07.007

Cited by 143 publications

(112 citation statements)

References 66 publications

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“…Although we did not test the consequences of customer value co‐creation behavior and customer satisfaction on business performance, previous empirical findings suggest that these have a positive performance effect (Lusch et al, ; Leticia Santos‐Vijande et al, ; Verma et al, ; Bettencourt et al, ). Therefore, in line with the recent call to take a demand‐side view on business model innovation (Priem et al, ), our study shows that a potential avenue for future business model innovation research lies in considering variables that potentially mediate the relationship between business model innovativeness and performance. Furthermore, as customer value co‐creation has not been applied before as an outcome variable of business model innovativeness, our findings emphasize that, apart from direct performance effects, further consequences need to be considered.…”

Section: Discussionsupporting

confidence: 78%

“…Following signaling theory, we see that business model innovation indeed signals positive attributes to customers. As we find that CPBMI does influence customer behavior, we highlight the linkage relevance between business model innovation and marketing (Hacklin and Walln€ ofer, 2012;Simmons et al, 2013), as well as the importance of linking demand-side strategy research with business model research (Priem et al, 2017). We especially add to the research of Hacklin and Walln€ ofer (2012), who find that business models provide narratives which facilitate communication among various stakeholders of entrepreneurial ventures.…”

Section: Research Implicationsmentioning

confidence: 75%

“…This constitutes a relevant research gap, as new business models can fail if customers reject them (Snihur and Zott, 2013;von den Eichen et al, 2015) and as value creation for customers was regarded as the conditio sine qua non for value capture from business models (Priem et al, 2017). Researchers therefore recently called for a demand-side, customer-oriented perspective on business model design (Priem et al, 2012(Priem et al, , 2017Visnjic et al, 2016). We particularly address the question of how business model innovation influences customer value co-creation behavior and in turn customer satisfaction.…”

Section: Introductionmentioning

confidence: 99%

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A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

2018

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Both researchers and practitioners have been focusing extensively on business model innovation, as it has shown to positively influence business performance. Although the effect of business model innovativeness on customer behavior might be an important mediator between business model innovation and business performance, it has not yet been analyzed. In line with recent calls to consider the customer side in business model innovation research, our paper addresses this problem by studying the influence of customers' perceived business model innovativeness (CPBMI) on customer satisfaction and customer value co‐creation behavior in the service sector. We, therefore, emphasize customers' perceptions and reactions to business model changes. Relying on data from a large‐scale survey of restaurant customers, we find that perceived value creation innovativeness and value proposition innovativeness positively affect customer satisfaction and customer value co‐creation behavior. In addition, we identify a significant indirect effect of CPBMI on customer satisfaction via customer value co‐creation behavior. Our findings allow deriving concrete implications for both researchers and practitioners.

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Section: Discussionsupporting

confidence: 78%

Section: Research Implicationsmentioning

confidence: 75%

Section: Introductionmentioning

confidence: 99%

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A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

2018

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“…Value creation is linked to a combination of processes, resources and the financial structure of companies to provide their customers with value-added goods and services (PRIEM; WENZEL; KOCH, 2018). This is a critical factor with regard to a sustainable competitive advantage, as is also the ability to determine customer needs and the feasibility of its implementation ( JOHNSON; CHRISTENSEN; KAGERMANN, 2008;TEECE, 2010;FRANK, 2015).…”

Section: Business Modelmentioning

confidence: 99%

Growing Fast and Profitably in High Competitive Telecom Industry: the GVT’s Case

Fernandes

Silva

Sartori

2018

RAEP

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The purpose of this teaching case is to study the remarkable history of GVT, the former Brazilian telecom company which was acquired by Telefónica Vivo after it had revolutionized the telecom industry in Brazil throughout its 15 years of operation. Telecommunications is an industrial sector that is constantly undergoing upheavals, owing to the rapid pace of technological innovation, as well as the fierce competition, that forces companies to redesign their business models in order to flourish. This case is aimed at Master´s and Doctorate students doing courses in Business Administration, and should also be a useful way of helping teachers/lecturers to discuss business models in a dynamic class environment, such as in the area of the telecom industry. The learning objectives are to enable the participants to understand the features and limitations of the traditional concepts of business models, and to set out guidelines for an alternative framework that is suitable for a dynamic environment. The teachers involved should cover the aspects of differentiation strategies, consistent execution, process management and learning capabilities. Keywords: telecommunications; profitability; competitiveness; business model; GVT. RESUMO Este caso de ensino estuda a distinta história da GVT, antiga empresa brasileira de telecomunicações adquirida pela Telefónica Vivo, após revolucionar a indústria de telecomunicações no Brasil ao longo de seus 15 anos de operação. Telecomunicações é um setor da indústria que enfrenta turbulências constantes, devido à inovação tecnológica acelerada e à concorrência acirrada, que força a reinvenção de modelos de negócios para que as empresas prosperem. Destinado a alunos dos programas de Mestrado e Doutorado em

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“…En virtud de lo expuesto, gran parte de las investigaciones sobre BM, desde la disciplina de la gestión estratégica, se han dedicado a estudiar la relación entre la estrategia y los BM, puesto que, su correspondencia conduce a una mayor competitividad, rendimiento, crecimiento y sostenibilidad de los negocios (Priem et al, 2018;Massa et al, 2017;Ladib y Lakhal, 2015;Zott et al, 2011). Empero, no se ha desarrollado una retórica clara que explique sobre los vínculos entre estos dos campos de investigación, dado que, se presentan diferentes posiciones.…”

Section: Introductionunclassified

Revisión de la Literatura sobre el Enfoque Estratégico de los Modelos de Negocios

Ramírez

Rodríguez²,

González

2019

Inf. tecnol.

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ResumenEste artículo presenta un panorama de la literatura sobre enfoques estratégicos de los modelos de negocios. Su objetivo es proponer una clasificación para delimitar futuras líneas de trabajo que reconcilien las diferentes tendencias que presentan las investigaciones en este tema. La metodología empleada combina la búsqueda sistemática con la narrativa. La sistemática se realiza con la ayuda de la plataforma web Tree of Science, mientras que la narrativa se realiza a través de la consulta en las principales revistas que publican sobre el tema. Se identifican siete enfoques estratégicos: prescriptivo, cognitivo, contextual, del aprendizaje, cultural, sustentable e integrador. Se concluye que las perspectivas más consolidadas son la prescriptiva y del aprendizaje, seguidas de la contextual y sustentable. Las menos desarrolladas son la cognitiva, cultural e integradora. El enfoque sustentable requiere mayor investigación, ya que es reconocido como uno de los retos que enfrentan los negocios, perfilándose como una línea de investigación prometedora. Palabras clave: estrategia; estrategia de negocios; modelo de negocios; Árbol de la Ciencia; enfoque estratégico AbstractThis article presents an overview of the literature on strategic approaches of business models. Its objective is to propose a classification to delimit future lines of work that reconcile the different tendencies that the investigations in this area present. The methodology used combines the systematic search with the narrative. The web platform Tree of Science was used to carry out the systematic review, while the narrative search is done through consultation in the main journals that publish on the subject. Seven strategic approaches are identified: prescriptive, cognitive, contextual, learning, cultural, sustainable and integrative. It is concluded that the most consolidated perspectives are prescriptive and learning, followed by contextual and sustainable. The least developed approaches are the cognitive, cultural and integrative, emerging as promising lines of research. The sustainable approach requires additional research, since it is recognized as one of the challenges that businesses face, emerging as a promising line of research.

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Demand-side strategy and business models: Putting value creation for consumers center stage

Cited by 143 publications

References 66 publications

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

Growing Fast and Profitably in High Competitive Telecom Industry: the GVT’s Case

Revisión de la Literatura sobre el Enfoque Estratégico de los Modelos de Negocios

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