Communicating customer value proposition in the French pharmaceutical industry. The case of OTC drugs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sylvaine Castellano ◽  
Insaf Khelladi ◽  
Chiraz Aouina Mejri
Keyword(s):  
Value Chain ◽  
Customer Value ◽  
Customer Relationship ◽  
Value Proposition ◽  
Multiple Stakeholders ◽  
Content Type ◽  
Otc Drugs ◽  
Business To Consumer ◽  
Business To Business ◽  
Customer Value Proposition

Purpose This paper aims to investigate how pharmacies communicate their customer value proposition (CVP) in a complex and multiple-stakeholder setting. More specifically, from the pharmacists’ perspective, the study analyzes how CVP is articulated in complex settings/offerings and among multiple stakeholders; and elucidates the communication gap among stakeholders of the CVP. Design/methodology/approach Two studies were conducted to examine how offerings are communicated throughout the value chain. Through six in-depth interviews, Study 1 aimed to analyze how pharmacies articulate CVP for over-the-counter (OTC) drugs in a complex business-to-business-to-consumer setting. For Study 2, the data were collected from 113 French pharmacists to investigate the communication issues and to unveil the tools used to promote OTC drugs among the different stakeholders. Findings From the pharmacists’ perspective, the longer the chain, the more complex the efficiency of the CVP. This study conceives a new and adapted CVP as iterative and cumulative. This paper also highlights how value is distributed across the customer relationship in a complex and regulated industry. The findings feature a reciprocal perspective of CVP between the pharmaceutical labs and their direct/indirect customers. Final customers aim at creating a reciprocal approach with the different stakeholders. Pharmacists use a unidirectional perspective of CVP with their direct customers (patients/final customers). Originality/value The study contributes to a better understanding of the CVP in complex industries characterized by a chain of value distributed among multiple stakeholders (i.e. business-to-consumer and business-to-business). The article also enriches past research that analyzed the way firms communicate their offerings from a CVP perspective.

scholarly journals Creating sustainable value through food waste management: does retail customer value proposition matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Iona Yuelu Huang ◽  
Louise Manning ◽  
Vicky Wood ◽  
Katy L. James ◽  
Anthony Millington ◽  
...  
Keyword(s):  
Cluster Analysis ◽  
Food Waste ◽  
Value Creation ◽  
Customer Value ◽  
Management Practices ◽  
Value Proposition ◽  
Content Type ◽  
Sustainable Value ◽  
Retail Managers ◽  
Customer Value Proposition

PurposeThis research aims to explore retail managers' views on how food waste (FW) management activities contribute to sustainable value creation and how the customer value proposition (CVP) for a given food retailer interacts with their approaches to FW management.Design/methodology/approachA three-stage exploratory qualitative approach to data collection and analysis was adopted, involving in-depth interviews with retail managers, documentary analysis of multiple years of relevant corporate reports and email validation by seven major UK grocery retailers. Thematic content analysis supplemented by word similarity cluster analysis, two-step cluster analysis and crisp-set qualitative comparative analysis was undertaken.FindingsFW management practices have been seen by retail managers to contribute to all forms of sustainable value creation, as waste reduction minimises environmental impact, saves costs and/or serves social needs, whilst economic value creation lies at the heart of retail FW management. However, retail operations are also framed by CVP and size of a retailer that enable or inhibit the adoption of certain FW management practices. Low-price retailers were more likely to adopt practices enabling them to save costs. Complicated cost-incurring solutions to FW were more likely to be adopted by retailers associated with larger size, high quality and a range of services.Originality/valueThis study is the first of its kind to empirically explore retail managers' perception of sustainable value creation through FW management activities and to provide empirical evidence of the linkages between retail CVP and sustainable value creation in the context of retail FW management.

The need for a project governance body

2014 ◽  
Vol 7 (4) ◽  
pp. 661-677 ◽  
Author(s):  
Hallgrim Hjelmbrekke ◽  
Ola Lædre ◽  
Jardar Lohne
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Value Creation ◽  
Customer Value ◽  
Theory And Practice ◽  
Value Proposition ◽  
Content Type ◽  
Project Governance ◽  
Strategic Goals ◽  
Customer Value Proposition

Purpose – From a project owner's perspective, it is obvious that a project shall contribute to achieving the organisation's strategic goals. The purpose of this paper is to find out what project owners can do to ensure value creation in their projects, what owners actually do in the few cases in which they are actively involved in ensuring value creation and what is the result of their choice. Design/methodology/approach – The authors have analysed 12 projects in the Norwegian construction industry, using a qualitative approach. A general business framework for understanding projects has been applied in order to identify possible shortcomings and success factors. The authors have used semi-structured in-depth interviews combined with questionnaires for data collection. Findings – The study reveals an absence of project strategy, resulting in projects which only to a small extent achieve strategic goals. This lack of strategic perspective in project management is also recognised by the research literature as a common tendency. Traditional project management approaches concentrate on time, cost and quality, instead of on providing strategic success. Based on business literature, the authors identify the value proposition and the customer value proposition as being essential. Practical implications – The authors recommend construction project owners – as described in the literature – to appoint a project sponsor responsible for communicating a value proposition and business rationale to the project supplier. The sponsor should also be responsible for aligning the suppliers’ customer value proposition with the owner's strategy. The authors recommend that the project sponsor be supported by a project governance body. This will help project owners to ensure value creation in their projects, as described in the literature. The authors pinpoint a need for bridging theory and practice. Originality/value – The originality of the paper lies in introducing insights from business literature to the construction industry. In the value proposition the owner defines the benefits the project is to provide. The customer value proposition is the statement where the supplier aligns the proposed project output with the project owner's needs. The project governance body is responsible for ensuring this communication process.

Must have or nice to have

2019 ◽  
Vol 34 (1) ◽  
pp. 39-48 ◽  
Author(s):  
Sabita Mahapatra ◽  
ATP Ramani ◽  
Avinash D. Kulkarni
Keyword(s):  
Decision Making ◽  
Customer Value ◽  
Customer Relationship ◽  
Value Proposition ◽  
Buying Behavior ◽  
Comprehensive Overview ◽  
Content Type ◽  
Digital World ◽  
Decision Making Unit ◽  
Critical Issues

PurposeThis paper aims to provide an opportunity to study organization buying behavior, specifically buying and selling in the B2B context. The case demonstrates the need to understand the expectations of the buyer’s decision-making unit and the challenges involved in acquiring and retaining customers based on the articulated value proposition of the product. The case also provides an opportunity to explore the critical issues related to an organization’s buying process, while emphasizing on the importance of customer relationship management and the challenges involved in sales conversion.Design/methodology/approachThe case is a filed-based study that aims to provide insight on differences between buying and selling in B2B & B2C and an understanding on customer value proposition in B2B buying context.FindingsThe case provides a comprehensive overview on the key role of decision-making units and decision-making process in B2B context.Originality/valueThis is an India-specific field-based case study on B2B selling situation. The case provides a framework on salesperson B2B selling approach, techniques and skills in view of the changing business selling environment in the age of technologically advanced digital world.

Customer value proposition, corporate transformation and growth in Caribbean financial firms

2016 ◽  
Vol 34 (6) ◽  
pp. 885-903 ◽  
Author(s):  
Trevor Alexander Smith
Keyword(s):  
Interest Rates ◽  
Customer Value ◽  
Product Life Cycle ◽  
Value Added ◽  
Structural Equations ◽  
Consumer Confidence ◽  
Value Proposition ◽  
Content Type ◽  
Financial Firms ◽  
Customer Value Proposition

Purpose The purpose of this paper is to advance a model for identifying the superior customer value proposition that evolves through a process of corporate transformation while simultaneously seeking to align this value proposition with regional expansion and growth of Caribbean financial firms. Design/methodology/approach The study utilizes a cross-sectional design. Telephone surveys were used to collect data from 80 financial firms and 243 customers across ten Caribbean countries. Structural equations modeling was employed for data analysis. Findings The main findings are that corporate transformation of financial firms was a significant driver of customer orientation, consumer confidence, quality, flexibility, branding, and firm capability while lower prices (such as interest rates, fees, and charges), consumer confidence, and branding were the key drivers of regional expansion and growth. Practical implications The study identified six value-added dimensions along with price as the superior customer value proposition of financial firms. These dimensions should be incorporated in the business model for transformation and growth of these firms. Originality/value The study extended the literature through development of a customer value proposition model that was primarily built on Levitt’s (1965) product life cycle conceptualization and augmented by Porter’s generic strategies.

scholarly journals Where do we go from here? The future of B2B governance research

2019 ◽  
Vol 35 (4) ◽  
pp. 623-627
Author(s):  
Kenneth Henning Wathne ◽  
Øystein D. Fjeldstad
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
Design Methodology ◽  
Institutional Environment ◽  
Value Chains ◽  
Exchange Relationships ◽  
Content Type ◽  
B2b Relationships ◽  
Business To Business ◽  
Future Business

Purpose This paper aims to identify promising areas for future business to business (B2B) governance research. Design/methodology/approach This paper uses a theoretical approach. Findings Most governance research in marketing is conducted within the context of value chains (Porter 1985). There are great opportunities for governance researchers in marketing to improve the understanding of B2B relationships in problem solving and networking services. Moreover, rapid innovations taking place in networking services are changing the institutional environment across all forms of value creation. This in turn impacts how the nature and governance of relationships in the broader economy are understood. Originality/value The literature on B2B relationship governance is primarily rooted in one particular form of value creation, namely, the “value chain” (Porter, 1985). The authors examine whether the current conceptualization of B2B relationship governance is equally applicable for firms that have a different value creation logic and therefore engage in exchange relationships that differ in their object of exchange.

scholarly journals Tell me more: how salespeople encourage customer disclosure

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jarkko Niemi ◽  
Ellen Bolman Pullins
Keyword(s):  
Qualitative Research ◽  
Conversation Analysis ◽  
Design Methodology ◽  
Customer Orientation ◽  
Customer Relationship ◽  
Content Type ◽  
Video Recordings ◽  
Unexplored Area ◽  
Business To Business ◽  
Exploration Phase

Purpose This paper aims to explore salesperson–customer interactions to identify actual behaviors that result in enhanced customer disclosure and classify them as disclosure tactics, and to explore whether certain tactics are more likely to lead to salesperson–customer relationship advancement. Design/methodology/approach This qualitative research uses conversation analysis to identify salesperson disclosure tactics that result in customer disclosure, using 12 video-recordings of authentic business-to-business initial sales meetings between a salesperson and customer. Findings Findings showed four disclosure tactics that salespeople use to get customers to disclose information: embedded expertise claims, tailored references, demonstrations of preparation and customer orientation and benevolence. These tactics appear more often and are executed differently in sales meetings that successfully advance. Originality/value The research addresses an unexplored area of specific salesperson behaviors and their connection to customer disclosure and relationship advancement in the exploration phase. Additionally, this fills a gap that cannot be addressed with traditional survey or interview data and brings conversation analysis to this particular area.

Business models in the business-to-business and business-to-consumer worlds – what can each world learn from the other?

2016 ◽  
Vol 31 (8) ◽  
pp. 943-954 ◽  
Author(s):  
Ryan Neill Stott ◽  
Merlin Stone ◽  
Jane Fae
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
Academic Research ◽  
Content Type ◽  
Managerial Implications ◽  
Business To Consumer ◽  
Business To Business ◽  
Practical Implications ◽  
Proper Analysis

Purpose The purpose of this research is to identify how managers can apply the results of academic research into the concept of business models for creating and evaluating possible models for their businesses. Design/methodology/approach A review of the literature is followed by two case studies, from the airline and logistics industries, followed by recommendations based on both. Findings The findings are that there is relatively weak consensus among academics as to the definition and meaning of a business model and its components, and that the notion of generic business model applies better within rather than between industries, but that the discussion is a very fertile one for developing recommendations for managers. Practical implications The managerial implications of the study are that in their planning and strategizing, managers should factor in a proper analysis of the business model they currently use and one that they could use. Originality/value The study provides a useful addition to the literature on the practical implications of business models.

A customer engagement framework for a B2B context

2018 ◽  
Vol 33 (1) ◽  
pp. 145-152 ◽  
Author(s):  
Youmna Mohamed Abdelghany Youssef ◽  
Wesley J. Johnston ◽  
Talaat Asaad AbdelHamid ◽  
Mona Ibrahim Dakrory ◽  
Mohamed Galal Soliman Seddick
Keyword(s):  
Customer Equity ◽  
Customer Relationship ◽  
Three Dimensions ◽  
Customer Engagement ◽  
Content Type ◽  
Equity Value ◽  
Comprehensive Framework ◽  
The Relationship ◽  
Business To Business

Purpose The purpose of this study is to investigate conceptually the relationship between the customer’s engagement and equity and to determine whether customer engagement could be positively enhanced by business-to-business (B2B) firms to maximize their customer equity, through examining the role of cognitive, emotional and behavioral engagement. Design/methodology/approach This paper is built on the evolving marketing literature and proposes a comprehensive framework that uses a multidimensional conceptualization for the customer’s engagement and equity constructs; examines the relationships between customer satisfaction, commitment, trust and involvement and customer engagement; and specifies the specific customer engagement dimensions – cognitive, emotional and behavioral – as key mediators of the engagement–equity relationship. Findings This paper indicated that customer engagement is a multidimensional construct with three dimensions: cognitive, emotional or behavior engagement. Customer’s satisfaction, commitment, trust and involvement would be regarded as antecedents to customer engagement, whereas customer equity would be regarded a consequence for customer engagement. In addition, this paper identified three drivers of customer equity – value, brand and relationship equities – based on reviewing the previous studies. Originality/value This paper integrates philosophies from previous marketing studies of customer relationship management and customer engagement and equity into a B2B environment in a more customer-centric approach.

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