scholarly journals Bridging Perspectives of Customer Value Proposition and Customer Perceived Value of Intercity Non-Bus Transportation Service in Indonesia

2018 ◽  
Vol 12 (2) ◽  
Author(s):  
Ihsan Hadiansah ◽  
Mustika Sufiati Purwanegara ◽  
Rendika Nugraha ◽  
Adhi Setyo Santoso
Keyword(s):  
Customer Value ◽  
Perceived Value ◽  
Value Proposition ◽  
Customer Perceived Value ◽  
Transportation Service ◽  
Customer Value Proposition ◽  
Bus Transportation

Superior Customer Value and Network size in Markets Characterized by Network effects

2011 ◽  
pp. 84-97 ◽  
Author(s):  
Fan-Chen Tseng ◽  
Ching-I Teng ◽  
David Chiang
Keyword(s):  
Customer Value ◽  
Network Effects ◽  
Perceived Value ◽  
Network Size ◽  
Network Effect ◽  
Customer Perceived Value ◽  
Business Practitioners ◽  
Winner Take All ◽  
Number Of Customers ◽  
The Relationship

Network effect indicates that the value of connecting to a network is positively associated with the current number of customers connected to that network. Network effect strengthens the strong firms, weakens the weak firms, and may lead to a winner-take-all market. Thus, managing customer perceived value is crucial in markets with network effects. This article models customer perceived value, presents ways to improve the value, and discusses the relationship between customer perceived value and network size. Implications for e-business practitioners are discussed.

scholarly journals Customer value creation via business model implementation

2015 ◽  
Vol 10 (10) ◽  
pp. 2580-2584
Author(s):  
Karaoulanis Andreas
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Customer Value ◽  
Business Models ◽  
Value Proposition ◽  
Model Concept ◽  
Customer Value Proposition

Business models are the blueprints upon which the whole structure and operation of the company is based. The aim of this paper is to underline the importance of business models in value creation for the company and to dig a bit deeper by revealing the synthesis of an abstract business model concept. The importance of customer value proposition via the customer value creation is very well underlined in order to pinpoint the author’s prevalent idea that focusing on customers’ needs should be the alpha and the omega for the eurythmic operation of every contemporary company.

Siemens' Customer Value Proposition for the Migration of Legacy Devices to Cyber-Physical Systems in Industrie 4.0

2018 ◽  
pp. 305-327
Author(s):  
Diana Claudia Cozmiuc ◽  
Ioan I. Petrisor
Keyword(s):  
Customer Value ◽  
Cyber Physical Systems ◽  
Peer To Peer ◽  
Industrie 4.0 ◽  
Value Proposition ◽  
Value Drivers ◽  
Physical Systems ◽  
Manufacturing Complexity ◽  
New Business ◽  
Customer Value Proposition

Industry is transforming from Industrie 3.0, automation, to Industrie 4.0, digitalization. Siemens intends to be a key player in Industrie 4.0, whose customer value proposition will shape manufacturing industries at customers. This chapter analyzes Siemens' customer value proposition for cyber-physical systems as manufacturing equipment and products in terms of this technology's impact on value. The goal is to identify concrete value drivers which cyber-physical systems technology in Industrie 4.0 brings. The statements about these value drivers belong to Siemens and are compared to operations' management literature. Cyber-physical systems negotiating as peer-to-peer in Industrie 4.0 will bring a new level of complexity. Manufacturing complexity builds complex products. Cyber-physical systems peer-to-peer negotiation decides manufacturing scheduling and brings unprecedented levels of complexity and flexibility. Manufacturing complexity enables new business models, one of which is mass customization.

New-Technology Startups Seeking Pilot Customers: Crafting a Pair of Value Propositions

2018 ◽  
Vol 60 (4) ◽  
pp. 101-124 ◽  
Author(s):  
Marc Wouters ◽  
James C. Anderson ◽  
Markus Kirchberger
Keyword(s):  
Customer Value ◽  
New Technology ◽  
Significant Problem ◽  
Value Proposition ◽  
Value Propositions ◽  
Technology Startups ◽  
Customer Value Proposition

A corporation that employs an “outside-in” startup program needs to screen a large number of potential startups and assess each time: What is the value of the startup’s offering to our business, and what resources and support will the startup need so we can actually obtain its offering? However, many startups are not very good at communicating their customer value proposition in a way that helps the customer firm making such assessments. This article recommends that startups construct two sequential value propositions. The Innovative Offering Value Proposition communicates how the startup’s offering creates superior value for the customer. It answers the question: What is extraordinary about the startup’s offering that will enable the customer to solve a significant problem it has or achieve a top priority it has? The Leveraging Assistance Value Proposition conveys what the customer firm will get in return for providing support and resources to the startup. It answers the question: What will make it worthwhile from the customer’s perspective to support the startup to realize its innovative offering?

scholarly journals Analisis Balanced Scorecard Pada Bank X

2018 ◽  
Author(s):  
Andris Setiawan
Keyword(s):  
Error Rate ◽  
Balanced Scorecard ◽  
Customer Value ◽  
Employee Retention ◽  
Employee Training ◽  
Customer Retention ◽  
Customer Acquisition ◽  
Value Proposition ◽  
Employee Absenteeism ◽  
Customer Value Proposition

Penelitian ini merupakan penelitian deskriptif pada Bank X dengan judul “Analisis Balanced Scorecard pada Bank X”. Tujuan penelitian ini adalah untuk menilai kinerja Bank X jika diukur dengan Balanced Scorecard. Sedangkan data yang digunakan untuk penilaian ini adalah data primer dan data sekunder. Data primer adalah data yang diperoleh dari wawancara sedangkan data sekunder adalah data yang berupa laporan keuangan seperti neraca, laporan laba-rugi, dan data lain yaitu data nasabah dan data karyawan. Balanced Scorecard merupakan salah satu metode pengukuran kinerja yang memperhatikan aspek keuangan dan non-keuangan yang terdiri atas empat perspektif, yaitu: perspektif proses pembelajaran dan pertumbuhan, perspektif proses bisnis internal, perspektif pelanggan, dan perspektif keuangan. Adapun teknik analisis yang digunakan untuk mengkaji kinerja perusahaan adalah dengan Balanced Scorecard, untuk perspektif proses pembelajaran dan pertumbuhan menggunakan indikator employee retention, employee training, dan employee absenteeism. Untuk perspektif proses bisnis internal menggunakan indikator MERR (Minimized Error Rate and Re-work). Untuk perspektif pelanggan mengunakan indikator Customer Core Measurement, terdiri dari Customer Retention, Customer Acquisition, Customer Complain, dan Customer Value Proposition. Sedangkan untuk perspektif keuangan menggunakan Rasio CAMEL yang terdiri atas aspek permodalan, aspek kualitas, aktiva produktif, aspek manajemen resiko, aspek rentabilitas dan aspek likuiditas. Berdasarkan analisis yang telah dilakukan menunjukkan bahwa kinerja perusahaan adalah cukup baik. Dari perspektif proses pembelajaran dan pertumbuhan serta proses bisnis internal menunjukkan kinerja yang baik. Untuk perspektif pelanggan, menunjukkan kinerja yang cukup baik. Hal ini terlihat dari Customer Retention dan Customer Acquisition yang cenderung menurun. Sedangkan untuk perspektif keuangan menunjukkan kinerja yang kurang sehat. Hal ini terlihat dari nilai kredit yang dicapai termasuk dalam predikat kurang sehat. Berdasarkan kesimpulan di atas, penulis dapat memberi saran bahwa sebaikanya Bank X dalam mengukur kinerjanya menggunakan Balanced Scorecard, karena perusahaan dapat mengukur kinerja perusahaan berdasarkan aspek keuangan dan non-keuangan, sehingga dapat dilakukan perbaikan secara berkesinambungan dalam mewujudkan visi dan misi perusahaan serta memudahkan pihak manajemen dalam menyusun program jangka pendek dan jangka panjang.

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.

What Is a P2P Business Model?

2021 ◽  
pp. 758-774
Author(s):  
Djamchid Assadi
Keyword(s):  
Business Model ◽  
Customer Value ◽  
Online Dating ◽  
Peer To Peer ◽  
Extensive Literature ◽  
Value Proposition ◽  
Income Stream ◽  
Customer Value Proposition ◽  
Two Sided Markets

Since 2005, the number of Peer-to-Peer (P2P) platforms has grown substantially in areas such as carpooling, online dating, and crowdfunding. Though the development of P2P activities is increasing, there is a lack of strategic and managerial theories for this type of platform, especially when identifying the elements of its business model. This paper seeks to clearly define what a business model is. Extensive literature is reviewed to build a theory of business model for P2P activities. The validity of the model is tested through crowdfunding platforms. Keywords: Business model, crowdfunding, customer value proposition (CVP), governance, income stream, infrastructural technologies, P2P, two-sided markets,

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