The new meaning of customer value: a systemic perspective

Pynnönen, Mikko; Ritala, Paavo; Hallikas, Jukka

doi:10.1108/02756661111100328

Cited by 32 publications

(30 citation statements)

References 9 publications

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“…We use the term 'the systemic nature of customer value' in this study to describe this modern service-based value-creation environment (Lusch et al, 2010;Pynnönen et al, 2011). In a nutshell, this reflects the fact that the value delivered is dependent on more than one attribute, and possibly on more than one firm (Pynnönen et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

“…Freel, 2006;Martinez-Fernandez, 2010;Tether & Hipp, 2002;Von Nordenflycht, 2010). The service offerings tend to consist of a broad range of value-creating elements that tap into a variety of customer needs (Pynnönen, Ritala, & Hallikas, 2011). Moreover, as the value of a service is typically defined in a process of co-creation between the provider and the customer (Bettencourt, Ostrom, Brown, & Roundtree, 2002;Vargo & Lusch, 2008), service firms should attend to the specification and design of the contents in order to maintain competitiveness.…”

Section: Introductionmentioning

confidence: 99%

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Analyzing systemic customer value in scalable business services

Pynnönen

Hallikas

Ritala

et al. 2014

The Service Industries Journal

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This paper examines complex service offerings and the creation of systemic customer value in such settings. We explore the extent to which customers value systemic offerings as opposed to more separated offerings. We conducted a questionnaire survey within the customer base of two Finnish service companies. We utilized ttests to find out how systemic offerings and separated offerings differed in terms of perceived customer value along different dimensions. The findings support the claim that systemic offerings are valued more than offerings that are more separated in nature. The results of the study carry practical implications for firms offering complex and integrated service solutions. In addition, analyses of the service-value elements included in the offering and of the related customer value will enable firms to optimize their service provisioning so as to give higher customer value and subsequently enhance their competitive advantage.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Analyzing systemic customer value in scalable business services

Pynnönen

Hallikas

Ritala

et al. 2014

The Service Industries Journal

Self Cite

View full text Add to dashboard Cite

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“…Value is created when the benefits of a strategic activity exceed the cost [37]. All the definitions acknowledge that value is strictly related to customer perception of the benefit as opposed to the offering itself and the features [5,7,23].…”

Section: Valuementioning

confidence: 99%

A Dual Perspective of Value in a Bundle of Product and Service

Safarpour

Sillanpää

2017

Management and Production Engineering Review

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Accepted: 9 November 2017Focusing on value creation in marketing has always been the key to success for companies.As a result, the definition, analysis and communication of value has gained importance.Companies are making an attempt to make a value proposition that is not only lucrative for the customer, but also has great returns for the company itself. Although this might sound simple on paper, since it is the basis for business logic, it is much more complicated in real life situations. With the service elements in the offering and the emergence of technologies such as smart and connected phenomenon, the business models become more innovative and more complexity is added to the analysis of value. The objective of this paper is to introduce a method for the dual perspective of value in a bundle of product and service in a smart and connected context. This method draws from the customer value and customer lifetime value concepts to offer an all-inclusive study on value. This assists companies in crafting an appealing value proposition in a cost-saving offering for a client that offers value to the company over its lifetime. This study specifically deals with the state of the arts smart and connected phenomenon and provides a view on how value works in that context. The framework created through this study serves to help the company choose a client that is of most value to the firm over the time of their cooperation. It then leads the company towards a better fabrication of the offering that is not only an attractive proposition to the client but also for the company. It gives a close insight onto where the benefit comes from and how a smart and connected bundle of products, services and relationships must be put together for maximum results in the modern age.

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“…Thus, customer value is delivered through a system consisting of various types of actors that contribute to the customer value either directly or indirectly (see e.g., Allee, 2000;Kothandaraman and Wilson, 2001;Pynnönen et al, 2011). In coopetition, customer value creation is an essential element, since in its absence coopetition can resemble a cartel-like collusive behaviour that may be harmful for customers and overall innovativeness (for discussion, see e.g., Gnyawali et al, 2008;Bengtsson et al, 2010).…”

Section: Value Network Approach To Coopetitionmentioning

confidence: 99%

“…More importantly, the representations generated using this modelling framework can serve as proofs of concepts for showing the possibility of designing the network structure capable of addressing the challenges inherent in coopetition. In addition, the models could be combined with more detailed value creation and capture analyses used in value network literature (e.g., Allee, 2000;Pynnönen et al, 2011), thereby shedding more light on the incentives behind the development of coopetitive initiatives.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Coopetition within and between value networks - a typology and a modelling framework

Golnam

Ritala

Wegmann

2014

IJBE

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This study develops a typology of coopetition in value networks, wherein a distinction is made based on two factors. Firstly, whether coopetition takes place inside a particular value network (i.e., intra-value network coopetition) or between value networks (i.e., inter-value network coopetition); and secondly, whether the nature of collaboration is focused on value leveraging or value co-creation. We present empirical examples from the global ICT sector (Amazon Services, Amazon Marketplace, AIM Alliance, and Windows Mobile Community) to illustrate the four categories identified in the typology. Each example is graphically represented using a modelling framework in order to aid the understanding of various organisational and network structures that can accommodate coopetition as a complex inter-organisational relationship. We suggest that the developed typology and modelling methodology can help researchers and practitioners to better grasp and communicate the role and benefits as well as the network and organisational structures of coopetition within and between value networks.

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The new meaning of customer value: a systemic perspective

Cited by 32 publications

References 9 publications

Analyzing systemic customer value in scalable business services

Analyzing systemic customer value in scalable business services

A Dual Perspective of Value in a Bundle of Product and Service

Coopetition within and between value networks - a typology and a modelling framework

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