The document discusses the concepts of value chains and supply chains. It defines value chains as focusing on the benefits to customers through interdependent processes that generate value and resulting demand. Supply chains focus on meeting customer requirements. The value chain flows in the opposite direction of the supply chain, from the customer perspective back within the firm. For optimal business performance, value and supply chains need to be synchronized to efficiently meet customer needs and maximize profit margins.
This document discusses the concept of value and the value chain. It provides definitions of value, including that value is determined by the benefits delivered to customers compared to the costs of acquiring those benefits. It also discusses the value chain as a way to analyze the activities involved in delivering value to customers. Specifically, it discusses how the value chain can be used to identify strengths/weaknesses, competitive advantages, and costs. It notes that traditional views of the value chain start with the organization, but that a more effective approach is to start with customer value expectations.
How important is customer satisfaction for your business today? Meeting the needs of the customer through business process outsourcing is the new lynchpin for organizations when it comes to determining their profits. Customer service outsourcing is no longer a novelty. It is a necessity. There is now an increasing need to strike a balance between customers and shareholders. Is your organization equipped to address this need?
1) The document discusses four approaches to studying channels of distribution: institutional, functional, managerial, and strategic.
2) It examines the functional approach which suggests that channel functions can be performed by different players to enhance power or profitability. For example, supermarkets allow customer self-service for cheaper prices.
3) The Internet revolution may fragment existing value chains and shift bargaining power as information monopolies become harder to maintain. This could create new business opportunities and branding challenges for companies.
An exploration into service design strategy within automotive retailing.Ayman Sarhan
This document discusses service design within the automotive retailing industry. It describes how service design can be viewed as a system of thoughtful customer interactions. The document then discusses a case study of OpenRoad Auto Group, where service design was used to shift power to customers and create a more comfortable dealership experience. This included innovative merchandising displays, internet kiosks, a lounge area, and relocating customers during service. The service design strategies contributed to a 28% increase in OpenRoad's sales within one year.
866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com
This presentation gives a sneak peek into the no-nonsense data compiled in this must-have supply chain book.
!
The book, Bricks Matter, co-written by Lora Cecere, former AMR Analyst, shows reader’s how to identify market risks and opportunities and translate these into winning tactics. The book includes 75 interviews from supply chain pioneers and many business cases highlighting how business leaders are winning through this market-driven approach.
The 3 main elements of the book discuss:
- The best use of physical assets
- The evolution of global supply chain teams
- Harnessing the evolution of supply chain management best practices for 2020
For more information contact
Jaime Reints
Plan4Demand Solutions, Inc.
Jaime.reints@plan4demand.com
Direct: 412-733-5011
www.plan4demand.com
The document announces a workshop on business model innovation and incubation to be held from January 21-25, 2012 in H'rath, Germany. The workshop will include warm-up exercises on business model innovation, an introduction to the business model canvas approach, and an overview of business incubation concepts. Participants will learn how to analyze and craft innovative business models using the business model canvas as a framework.
1 introduction to supply chain & networksRishi Mathur
This document provides an overview and outline of the first lecture for a course on supply networks. It introduces key concepts such as:
1) How services are an important but often misunderstood part of operations for many companies and will be a focus of the course.
2) Supply chains are defined as networks of organizations rather than simple chains, and the interface with customers is a key aspect.
3) In decentralized modern supply networks, firms must focus on customer service through collaboration within the network to differentiate themselves.
The document discusses the development of business cases and ecosystems in 6 steps:
1. It promotes developing businesses that provide meaningful work, reasonable quality of life, and dignity for all.
2. It introduces a platform for anyone to present a business concept and have it supported.
3. It encourages collective responsibility among business owners to form efficient partnerships, manage community wealth, and serve community members.
4. This reduces economic leakage and increases the likelihood of community self-sufficiency and sustainability.
This document discusses the concept of value and the value chain. It provides definitions of value, including that value is determined by the benefits delivered to customers compared to the costs of acquiring those benefits. It also discusses the value chain as a way to analyze the activities involved in delivering value to customers. Specifically, it discusses how the value chain can be used to identify strengths/weaknesses, competitive advantages, and costs. It notes that traditional views of the value chain start with the organization, but that a more effective approach is to start with customer value expectations.
How important is customer satisfaction for your business today? Meeting the needs of the customer through business process outsourcing is the new lynchpin for organizations when it comes to determining their profits. Customer service outsourcing is no longer a novelty. It is a necessity. There is now an increasing need to strike a balance between customers and shareholders. Is your organization equipped to address this need?
1) The document discusses four approaches to studying channels of distribution: institutional, functional, managerial, and strategic.
2) It examines the functional approach which suggests that channel functions can be performed by different players to enhance power or profitability. For example, supermarkets allow customer self-service for cheaper prices.
3) The Internet revolution may fragment existing value chains and shift bargaining power as information monopolies become harder to maintain. This could create new business opportunities and branding challenges for companies.
An exploration into service design strategy within automotive retailing.Ayman Sarhan
This document discusses service design within the automotive retailing industry. It describes how service design can be viewed as a system of thoughtful customer interactions. The document then discusses a case study of OpenRoad Auto Group, where service design was used to shift power to customers and create a more comfortable dealership experience. This included innovative merchandising displays, internet kiosks, a lounge area, and relocating customers during service. The service design strategies contributed to a 28% increase in OpenRoad's sales within one year.
866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com
This presentation gives a sneak peek into the no-nonsense data compiled in this must-have supply chain book.
!
The book, Bricks Matter, co-written by Lora Cecere, former AMR Analyst, shows reader’s how to identify market risks and opportunities and translate these into winning tactics. The book includes 75 interviews from supply chain pioneers and many business cases highlighting how business leaders are winning through this market-driven approach.
The 3 main elements of the book discuss:
- The best use of physical assets
- The evolution of global supply chain teams
- Harnessing the evolution of supply chain management best practices for 2020
For more information contact
Jaime Reints
Plan4Demand Solutions, Inc.
Jaime.reints@plan4demand.com
Direct: 412-733-5011
www.plan4demand.com
The document announces a workshop on business model innovation and incubation to be held from January 21-25, 2012 in H'rath, Germany. The workshop will include warm-up exercises on business model innovation, an introduction to the business model canvas approach, and an overview of business incubation concepts. Participants will learn how to analyze and craft innovative business models using the business model canvas as a framework.
1 introduction to supply chain & networksRishi Mathur
This document provides an overview and outline of the first lecture for a course on supply networks. It introduces key concepts such as:
1) How services are an important but often misunderstood part of operations for many companies and will be a focus of the course.
2) Supply chains are defined as networks of organizations rather than simple chains, and the interface with customers is a key aspect.
3) In decentralized modern supply networks, firms must focus on customer service through collaboration within the network to differentiate themselves.
The document discusses the development of business cases and ecosystems in 6 steps:
1. It promotes developing businesses that provide meaningful work, reasonable quality of life, and dignity for all.
2. It introduces a platform for anyone to present a business concept and have it supported.
3. It encourages collective responsibility among business owners to form efficient partnerships, manage community wealth, and serve community members.
4. This reduces economic leakage and increases the likelihood of community self-sufficiency and sustainability.
This document provides resources and guidance for understanding Oracle's Enterprise Performance Management portfolio, including strategic planning, planning and budgeting, financial close, profitability and cost management, and other topics. It includes links to sales presentations, recorded demos, data sheets, and other materials. The document is intended as a starting point or "start here guide" for exploring Oracle's EPM offerings.
The document discusses challenges with current performance management processes and the benefits of Prism EPM practice. It outlines common problems such as poor translation of strategies to budgets, lack of consensus, inaccurate information, and resources consumed by cumbersome processes. The Prism approach aims to transform performance management by providing a common planning platform, linked finance and operations, data/process standards, and advanced analytics to gain time, control and confidence.
The document summarizes an IDC white paper on converged infrastructure. The key points are:
1) IT infrastructure has become highly complex over time, leading to rising management costs as organizations have had to integrate different systems. Server virtualization has helped contain hardware costs but not management overhead.
2) Converged infrastructure integrates servers, storage, networking and management tools into a single system. This simplifies deployment and lowers management costs through automation.
3) Converged systems represent the natural evolution of IT infrastructure as different technologies gradually integrate over multiple technology cycles. Convergence enables more dynamic, efficient "private cloud" environments within organizations.
PDHPE plays an important role in students' education by teaching them about safe living, healthy choices, and an active lifestyle through fun activities. Students learn personal protection, road and water safety, and survival techniques. PDHPE also teaches students to make good choices regarding food, drugs, and the environment.
This document discusses the differences between value chains and supply chains. It begins by defining value as the amount buyers are willing to pay for what a firm provides. Value chains focus on creating value for customers, while supply chains focus on efficiently supplying products. While supply chains focus on reducing costs, value chains focus more on innovation and marketing. The document argues that to optimize business performance, value and supply chains need to be synchronized so that what customers value is aligned with what is produced and supplied.
A guide to values and benefits proposed by corporations, products or services to clients. A great application for candidates at interviews and how to use PVP to pass interviews successfully
- Companies have traditionally focused on internal efficiencies and viewed customers as passive targets, but now must focus on managing customer experiences as the balance of power shifts to consumers.
- With technology enabling interaction and information sharing, consumers are actively defining value through their experiences and challenging companies' traditional views of value creation.
- To succeed, companies must learn to "co-create" value with customers by involving them throughout the value chain, better understanding what experiences consumers value, and resolving conflicts between corporate and consumer views of value.
The document discusses the value chain concept, including its history, definitions, benefits, advantages, and disadvantages. A value chain is a model that views a business as a series of activities that collectively create and deliver a product or service. It analyzes the activities a company engages in to create value for its customers. Managing the value chain effectively can help companies create competitive advantages through cost leadership or differentiation. However, some find the concept difficult to apply in practice due to the complexity of modern business operations and lack of structured data.
The document discusses value chains and supply chains. It defines key terms like value, value chain, supply chain, offshoring, and globalization. It also provides examples of companies' value chains, including Procter & Gamble, Buhrke Industries, Nestle, and Rocky Shoes & Boots. Managing global value chains is more complex due to issues like risk, transportation, purchasing, and legal/regulatory differences between countries.
Sustaining Value Creation through Knowledge of Customer ExpectationsIOSR Journals
As the pursuit of knowledge becomes increasingly central to firms’ competitiveness, we argued that knowing what the customer expects of product offerings is a prerequisite for sustaining the delivery of value. Thus, this paper seeks to provide a theoretical contribution to the growing recognition of researches on customer as a source of firms’ competence. By building on extant literature of value creation, customer satisfaction/dissatisfaction, and the theories of firm knowledge creation, we proposed a framework of how firms can sustain value creation through knowledge of customer expectations. We argued that sustaining firms’ value creation resides in the ability of firms to continuously anticipate, integrate and configure knowledge of customer expectations to create product offerings that meet or exceed customer expectations and generate better economic returns than other competing alternative firms
An introductory section from our work in helping clients define customer value propositions and understand the importance of differentiated value within the context of strategy and planning. Hope you find something of value.
This document discusses driving customer value and loyalty through understanding value creation. It begins by outlining the objectives of identifying a firm's value chain, evaluating the firm using Porter's Value Chain model, explaining value generation, and the importance of loyalty. It then defines value, explains how to understand customers to identify what they value, and that value is co-created through interaction between buyers and sellers. The document introduces Porter's Value Chain and its primary and support activities. It discusses using key success factors to analyze industries and positioning a firm in its value system of suppliers and buyers. The value chain and system can be used to understand a firm's operations and identify strengths/weaknesses. Creating value leads to greater customer loyalty and improved profitability
The document discusses the importance of customer service and logistics in marketing. It notes two factors that have increased the importance of customer service: 1) continually rising customer expectations and 2) the transition to more commodity markets where brand differences are less apparent. Superior customer service, including meeting demands for shorter lead times, is critical for becoming a preferred supplier. Logistics management can impact key aspects of delivering customer value like quality, service, cost and time. Elements of customer service include pre-transaction policies, transaction reliability, and post-transaction support. Stockouts negatively impact both manufacturers and retailers as customers may switch brands or stores. Developing strong customer relationships up and down the supply chain is vital for marketing success.
This document discusses logistics, customer service, and their impact on marketing and business success. It makes three key points:
1. Customer expectations and the commoditization of markets have increased the importance of customer service as a competitive advantage. Superior customer service can help win orders and become a preferred supplier.
2. Logistics management impacts key aspects of customer value - quality, service, cost and time. Companies must continuously improve these areas to ensure competitive advantage.
3. Identifying customer service needs through market research and defining clear service objectives allows companies to deliver the right level and quality of service customers require in a cost-effective way. This supports a market-driven supply chain strategy.
This document discusses the future of competition occurring at the network level rather than the firm level. It argues that value will be created through value-creating networks that deliver superior customer value using core competencies and relationships between firms. An example is provided of Computer Weekly, a Chinese newspaper, that formed partnerships and entered new industries to expand its brand and services in order to remain competitive in a changing media environment.
SERVICE LEADERSValues-based service brandsnarratives fr.docxbagotjesusa
SERVICE LEADERS
Values-based service brands:
narratives from IKEA
Bo Edvardsson and Bo Enquist
Service Research Center, Karlstad University, Karlstad, Sweden, and
Michael Hay
IKEA North America
Abstract
Purpose – The purpose of this paper is to present a model for values-based service brands grounded
in values-based service management. In undertaking this task, the paper addresses two research
questions: “What is the role of values in creating customer value and corporate identity?” and “How
can values and corporate identity be communicated to customers and thus contribute to
customer-perceived service value?”.
Design/methodology/approach – Based on five narratives from a value-driven company, IKEA,
the paper proposes a model of values-based service brands in action. The model is based on
interpretations of how IKEA manages and communicates values in practising values-based service
management.
Findings – The study distinguishes four types of “values” in the example of IKEA: economic, social,
environmental, and communication-based. These are incorporated into the model.
Originality/value – This is the first study of the role of values-based service brands in creating
value in use for customers.
Keywords Value added, Brands, Customer service management, Corporate identity
Paper type Research paper
1. Introduction
Brands are among the most fundamental and enduring assets of a firm (Martin et al.,
2005). However, in services-management research, little attention has been devoted to
the question of how a perception of value-in-use can be communicated to customers
through values-based service brands. The importance of communicating values in
business is illustrated in the contemporary utilisation of such approaches as “corporate
social responsibility” (CSR) (Zadek, 2004; Kotler and Lee, 2005) and “triple bottom-line
thinking” (Elkington, 1997, 2001) to create stakeholder value (Post et al., 2002). In
accordance with these approaches, companies try to avoid aligning themselves with
negative values – for example, environmental pollution or exploitation of cheap labour
(especially child labour) – which can result in negative publicity and value being
destroyed. Rather, companies strive to be associated with attractive values – for
example, high ethical standards in dealing with employees and customers,
contributing to society, and applying recycling principles whenever possible.
Vargo and Lusch (2004a, b) stressed value-in-use for the customer. In accordance
with a service-centred view, Vargo and Lusch (2004a) argued that value is defined by
and co-created with the customers, rather than being embedded in output, in defined
products or service attributes. According to this view, value is perceived by the
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0960-4529.htm
MSQ
16,3
230
Managing Service Quality
Vol. 16 No. 3, 2006
pp. 230-246
q Emerald Group Publishing Limited
0960-4529
DOI 10.110.
Mba i mm-1 u-1.2 customer value & satisfactionRai University
This document discusses customer value, satisfaction, and relationship management. It defines customer perceived value as the difference between total customer value and total customer cost. Total customer value is the benefits customers expect, while total customer cost is what they expect to pay. Customer satisfaction depends on performance meeting or exceeding expectations. Companies can increase value by improving benefits, lowering costs, and managing the customer relationship through collecting detailed customer data and ensuring positive touchpoints across departments. The goal is to maximize customer loyalty and equity.
Future of Work Enabler: Flexible Value ChainsCognizant
Enabling the flexibility to choose and source value chain elements from anywhere -- and change strategy as the market demands -- is a key component of the future of work.
The document discusses Michael Porter's value chain analysis framework. It describes how the value chain depicts how customer value is created through a series of activities from inputs to outputs. A value chain analysis examines each subsystem and activity in a supply chain to deliver maximum value at lowest cost. The chain consists of primary activities like inbound logistics, operations, outbound logistics, marketing and sales, and service, as well as support activities that support the primary activities. Analyzing a firm's value chain compared to competitors can reveal sources of competitive advantage. The analysis is used to identify strengths, weaknesses, and opportunities to improve value creation.
This document provides resources and guidance for understanding Oracle's Enterprise Performance Management portfolio, including strategic planning, planning and budgeting, financial close, profitability and cost management, and other topics. It includes links to sales presentations, recorded demos, data sheets, and other materials. The document is intended as a starting point or "start here guide" for exploring Oracle's EPM offerings.
The document discusses challenges with current performance management processes and the benefits of Prism EPM practice. It outlines common problems such as poor translation of strategies to budgets, lack of consensus, inaccurate information, and resources consumed by cumbersome processes. The Prism approach aims to transform performance management by providing a common planning platform, linked finance and operations, data/process standards, and advanced analytics to gain time, control and confidence.
The document summarizes an IDC white paper on converged infrastructure. The key points are:
1) IT infrastructure has become highly complex over time, leading to rising management costs as organizations have had to integrate different systems. Server virtualization has helped contain hardware costs but not management overhead.
2) Converged infrastructure integrates servers, storage, networking and management tools into a single system. This simplifies deployment and lowers management costs through automation.
3) Converged systems represent the natural evolution of IT infrastructure as different technologies gradually integrate over multiple technology cycles. Convergence enables more dynamic, efficient "private cloud" environments within organizations.
PDHPE plays an important role in students' education by teaching them about safe living, healthy choices, and an active lifestyle through fun activities. Students learn personal protection, road and water safety, and survival techniques. PDHPE also teaches students to make good choices regarding food, drugs, and the environment.
This document discusses the differences between value chains and supply chains. It begins by defining value as the amount buyers are willing to pay for what a firm provides. Value chains focus on creating value for customers, while supply chains focus on efficiently supplying products. While supply chains focus on reducing costs, value chains focus more on innovation and marketing. The document argues that to optimize business performance, value and supply chains need to be synchronized so that what customers value is aligned with what is produced and supplied.
A guide to values and benefits proposed by corporations, products or services to clients. A great application for candidates at interviews and how to use PVP to pass interviews successfully
- Companies have traditionally focused on internal efficiencies and viewed customers as passive targets, but now must focus on managing customer experiences as the balance of power shifts to consumers.
- With technology enabling interaction and information sharing, consumers are actively defining value through their experiences and challenging companies' traditional views of value creation.
- To succeed, companies must learn to "co-create" value with customers by involving them throughout the value chain, better understanding what experiences consumers value, and resolving conflicts between corporate and consumer views of value.
The document discusses the value chain concept, including its history, definitions, benefits, advantages, and disadvantages. A value chain is a model that views a business as a series of activities that collectively create and deliver a product or service. It analyzes the activities a company engages in to create value for its customers. Managing the value chain effectively can help companies create competitive advantages through cost leadership or differentiation. However, some find the concept difficult to apply in practice due to the complexity of modern business operations and lack of structured data.
The document discusses value chains and supply chains. It defines key terms like value, value chain, supply chain, offshoring, and globalization. It also provides examples of companies' value chains, including Procter & Gamble, Buhrke Industries, Nestle, and Rocky Shoes & Boots. Managing global value chains is more complex due to issues like risk, transportation, purchasing, and legal/regulatory differences between countries.
Sustaining Value Creation through Knowledge of Customer ExpectationsIOSR Journals
As the pursuit of knowledge becomes increasingly central to firms’ competitiveness, we argued that knowing what the customer expects of product offerings is a prerequisite for sustaining the delivery of value. Thus, this paper seeks to provide a theoretical contribution to the growing recognition of researches on customer as a source of firms’ competence. By building on extant literature of value creation, customer satisfaction/dissatisfaction, and the theories of firm knowledge creation, we proposed a framework of how firms can sustain value creation through knowledge of customer expectations. We argued that sustaining firms’ value creation resides in the ability of firms to continuously anticipate, integrate and configure knowledge of customer expectations to create product offerings that meet or exceed customer expectations and generate better economic returns than other competing alternative firms
An introductory section from our work in helping clients define customer value propositions and understand the importance of differentiated value within the context of strategy and planning. Hope you find something of value.
This document discusses driving customer value and loyalty through understanding value creation. It begins by outlining the objectives of identifying a firm's value chain, evaluating the firm using Porter's Value Chain model, explaining value generation, and the importance of loyalty. It then defines value, explains how to understand customers to identify what they value, and that value is co-created through interaction between buyers and sellers. The document introduces Porter's Value Chain and its primary and support activities. It discusses using key success factors to analyze industries and positioning a firm in its value system of suppliers and buyers. The value chain and system can be used to understand a firm's operations and identify strengths/weaknesses. Creating value leads to greater customer loyalty and improved profitability
The document discusses the importance of customer service and logistics in marketing. It notes two factors that have increased the importance of customer service: 1) continually rising customer expectations and 2) the transition to more commodity markets where brand differences are less apparent. Superior customer service, including meeting demands for shorter lead times, is critical for becoming a preferred supplier. Logistics management can impact key aspects of delivering customer value like quality, service, cost and time. Elements of customer service include pre-transaction policies, transaction reliability, and post-transaction support. Stockouts negatively impact both manufacturers and retailers as customers may switch brands or stores. Developing strong customer relationships up and down the supply chain is vital for marketing success.
This document discusses logistics, customer service, and their impact on marketing and business success. It makes three key points:
1. Customer expectations and the commoditization of markets have increased the importance of customer service as a competitive advantage. Superior customer service can help win orders and become a preferred supplier.
2. Logistics management impacts key aspects of customer value - quality, service, cost and time. Companies must continuously improve these areas to ensure competitive advantage.
3. Identifying customer service needs through market research and defining clear service objectives allows companies to deliver the right level and quality of service customers require in a cost-effective way. This supports a market-driven supply chain strategy.
This document discusses the future of competition occurring at the network level rather than the firm level. It argues that value will be created through value-creating networks that deliver superior customer value using core competencies and relationships between firms. An example is provided of Computer Weekly, a Chinese newspaper, that formed partnerships and entered new industries to expand its brand and services in order to remain competitive in a changing media environment.
SERVICE LEADERSValues-based service brandsnarratives fr.docxbagotjesusa
SERVICE LEADERS
Values-based service brands:
narratives from IKEA
Bo Edvardsson and Bo Enquist
Service Research Center, Karlstad University, Karlstad, Sweden, and
Michael Hay
IKEA North America
Abstract
Purpose – The purpose of this paper is to present a model for values-based service brands grounded
in values-based service management. In undertaking this task, the paper addresses two research
questions: “What is the role of values in creating customer value and corporate identity?” and “How
can values and corporate identity be communicated to customers and thus contribute to
customer-perceived service value?”.
Design/methodology/approach – Based on five narratives from a value-driven company, IKEA,
the paper proposes a model of values-based service brands in action. The model is based on
interpretations of how IKEA manages and communicates values in practising values-based service
management.
Findings – The study distinguishes four types of “values” in the example of IKEA: economic, social,
environmental, and communication-based. These are incorporated into the model.
Originality/value – This is the first study of the role of values-based service brands in creating
value in use for customers.
Keywords Value added, Brands, Customer service management, Corporate identity
Paper type Research paper
1. Introduction
Brands are among the most fundamental and enduring assets of a firm (Martin et al.,
2005). However, in services-management research, little attention has been devoted to
the question of how a perception of value-in-use can be communicated to customers
through values-based service brands. The importance of communicating values in
business is illustrated in the contemporary utilisation of such approaches as “corporate
social responsibility” (CSR) (Zadek, 2004; Kotler and Lee, 2005) and “triple bottom-line
thinking” (Elkington, 1997, 2001) to create stakeholder value (Post et al., 2002). In
accordance with these approaches, companies try to avoid aligning themselves with
negative values – for example, environmental pollution or exploitation of cheap labour
(especially child labour) – which can result in negative publicity and value being
destroyed. Rather, companies strive to be associated with attractive values – for
example, high ethical standards in dealing with employees and customers,
contributing to society, and applying recycling principles whenever possible.
Vargo and Lusch (2004a, b) stressed value-in-use for the customer. In accordance
with a service-centred view, Vargo and Lusch (2004a) argued that value is defined by
and co-created with the customers, rather than being embedded in output, in defined
products or service attributes. According to this view, value is perceived by the
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0960-4529.htm
MSQ
16,3
230
Managing Service Quality
Vol. 16 No. 3, 2006
pp. 230-246
q Emerald Group Publishing Limited
0960-4529
DOI 10.110.
Mba i mm-1 u-1.2 customer value & satisfactionRai University
This document discusses customer value, satisfaction, and relationship management. It defines customer perceived value as the difference between total customer value and total customer cost. Total customer value is the benefits customers expect, while total customer cost is what they expect to pay. Customer satisfaction depends on performance meeting or exceeding expectations. Companies can increase value by improving benefits, lowering costs, and managing the customer relationship through collecting detailed customer data and ensuring positive touchpoints across departments. The goal is to maximize customer loyalty and equity.
Future of Work Enabler: Flexible Value ChainsCognizant
Enabling the flexibility to choose and source value chain elements from anywhere -- and change strategy as the market demands -- is a key component of the future of work.
The document discusses Michael Porter's value chain analysis framework. It describes how the value chain depicts how customer value is created through a series of activities from inputs to outputs. A value chain analysis examines each subsystem and activity in a supply chain to deliver maximum value at lowest cost. The chain consists of primary activities like inbound logistics, operations, outbound logistics, marketing and sales, and service, as well as support activities that support the primary activities. Analyzing a firm's value chain compared to competitors can reveal sources of competitive advantage. The analysis is used to identify strengths, weaknesses, and opportunities to improve value creation.
VALUE PROPOSITION ADDRESSING CUSTOMER OUTCOMESAndré Harrell
The “VALUE PROPOSITION”
A business or marketing statement that summarizes why a consumer should buy a product or use a service. This statement should convince a potential consumer that one particular product or service will add more value or better solve a problem than other similar offerings. The value proposition is basically marketing’s “internal affairs”, the checks and balances that hold the corporation accountable to promised customer value. Yet the “Value Prop” is probably the most misunderstood product framing strategy used today.
Value in business and industrial marketing past, present, and futureIjaz Toor
This document summarizes a research article on value in business and industrial marketing. It begins with an overview of past literature on value from the 1960s to 2005, discussing perspectives on value of goods/services and relationships. It notes two perspectives on the role of business/industrial marketing: transactional focusing on competition/markets, and relational focusing on collaboration/networks. The document then summarizes literature from 2005 to the present, noting a shift towards relationship value, co-creation of value between partners, and views of value centered on service-dominant logic and value in use rather than goods exchange.
CRM impacts the entire value chain from marketing & sales to inventory management and the supply chain, to human resources and finance. In the customer ecosystem, the EVC needs to run seamlessly for a customer to be happy. Check this out to find out how that works.
The document discusses the solar energy industry in India. It notes that India has significant solar energy potential due to its location and climate, but currently solar contributes less than 0.1% of total energy capacity. The government has implemented various initiatives and policies to promote growth of the solar industry, including setting up agencies focused on renewable energy and providing subsidies. The key regions for solar potential are Rajasthan and Gujarat due to the available land area and solar irradiance levels. The government aims to increase solar usage to help address India's growing energy demand-supply gap.