Does Price Image Matter in B2B Market? Effect of Pricing Capability on Firms' Price Image, Customer Value and Business Performance

2021 ◽  
Author(s):  
piyush ranjan ◽  
JOGENDRA KUMAR NAYAK
Keyword(s):  
Customer Value ◽  
Business Performance ◽  
Market Effect ◽  
Price Image

scholarly journals Creating Superior Customer Value in the Now Economy

2020 ◽  
Vol 6 (1) ◽  
pp. 20-33
Author(s):  
Art Weinstein
Keyword(s):  
Customer Value ◽  
Business Performance ◽  
New Technologies ◽  
Service Selection ◽  
Customer Relationships ◽  
Value Mindset ◽  
Growth Prospects ◽  
Exceptional Value ◽  
Time Segmentation ◽  
Business Sectors

Companies today must have a customer value mindset and deliver exceptional value. Solid customer relationships ensure retention and improve business performance. This conceptual article explains how to create and manage customer value in changing global markets. Key business sectors and growth prospects in the Now Economy are described. The Now Economy requires companies to master the 5-S formula—speed, service, selection, sociability, and solutions. As millennials are a major part of the digital marketplace, their preferences are explored. A framework for introducing and enhancing customer value based on service, quality, image, and price (S-Q-I-P) is recommended for marketing managers. Customer-centric, strategic implications for relationship management are provided. In addition, a customer value research agenda—related to speed, time, segmentation, product strategy, pricing, and new technologies—is offered to scholars.

scholarly journals PERCEIVED VALUE DIMENSIONS OF SHOPPING TOURISM

2012 ◽  
Vol 11 (1) ◽  
Author(s):  
Ratna Roostika
Keyword(s):  
Least Squares ◽  
Partial Least Squares ◽  
Behavioral Intentions ◽  
Customer Value ◽  
Business Performance ◽  
Perceived Value ◽  
Total Contribution ◽  
Trade Off ◽  
Common Definition ◽  
Definition Of

Superior customer value is essential to win competition. The perception of customer value has grown in interest since it has been found to have stable impacts on satisfaction, behavioral intentions and ultimately business performance. Considering that the most common definition of perceived value refers to the trade-off between benefits and sacrifices, thus, this study adopts the second-order formative conceptualization of perceived value and examined its links to satisfaction and loyalty. Four main tourist shopping locations in Yogyakarta were used to collect the data. By applying Partial Least Squares to test the model in the tourism shopping context, the results indicate that perceived value has positive relationships with satisfaction and loyalty. Additionally, it was found that the total contribution of perceived value and satisfaction on loyalty were only small.

Encouraging Supply Chain Networks and Customer Loyalty in Global Supply Chain

2020 ◽  
pp. 1491-1518
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Supply Chain ◽  
Organizational Performance ◽  
Customer Loyalty ◽  
Customer Value ◽  
Business Performance ◽  
Global Supply Chain ◽  
Loyalty Programs ◽  
Sustainable Competitive Advantage ◽  
Supply Chain Networks ◽  
Company Identification

This chapter aims to encourage supply chain networks and customer loyalty in global supply chain, thus distinguishing the theoretical and practical concepts of supply chain management (SCM) and supply chain networks; the multifaceted applications of supply chain network design (SCND); the overview of customer loyalty in global supply chain concerning customer value, customer satisfaction, switching barriers, customer loyalty programs, and customer-company identification (CCID); and the linkage between customer loyalty and supply chain networks in the retail setting. Encouraging supply chain networks and customer loyalty is critical for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve continuous success in global supply chain. The chapter argues that encouraging supply chain networks and customer loyalty has the potential to improve organizational performance and gain sustainable competitive advantage in global supply chain scenarios.

Assessing the mediating effect of sustainable competitive advantage on the relationship between organisational innovativeness and firm performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vural Çağlıyan ◽  
Melis Attar ◽  
Aleem Abdul-Kareem
Keyword(s):  
Firm Performance ◽  
Competitive Advantage ◽  
Customer Value ◽  
Business Performance ◽  
Mediating Effect ◽  
Survey Method ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Theoretical Contribution ◽  
The Relationship

Purpose This study aims to assess the mediating effect of sustainable competitive advantage (SCA) on the relationship between organisational innovativeness (OI) and performance of small- and medium-sized enterprises (SMEs) operating in Konya, Turkey. Design/methodology/approach A survey method is used to collect the necessary data for this research. A total of 264 respondents from 83 SMEs partook in the study. In choosing the sample size, both purposive sampling and simple random techniques are used. The data gathered are analysed using SPSS program and Hayes PROCESS macro v.3.4.1. Findings The results of the analyses reveal that OI has a statistically significant positive effect on SCA and firm performance (FP). Moreover, SCA is found to have a mediating effect on the relationship between OI and FP. Practical implications Policymakers and management of SMEs need to show great commitment to innovativeness and relate it to SCA to create superior customer value, thereby leading to a holistic and long-term FP. Originality/value This study brings to the fore empirical evidence on how SCA serves as a mediator between OI and FP. It also contributes to the literature by focusing on three distinct but related variables. The study makes theoretical contribution by highlighting the role of the resource-based theory in enhancing business performance and SCA through strategic internal resources and innovative activities.

Differentiating customer engaging behavior by targeted benefits – an empirical study

2016 ◽  
Vol 33 (7) ◽  
pp. 528-538 ◽  
Author(s):  
Corina Braun ◽  
Verena Batt ◽  
Manfred Bruhn ◽  
Karsten Hadwich
Keyword(s):  
Customer Value ◽  
Business Performance ◽  
Empirical Studies ◽  
Research Field ◽  
Customer Engagement ◽  
Content Type ◽  
Customer Interaction ◽  
Behavior Types ◽  
The Relationship ◽  
A Company

Purpose Relationship marketing scholars and managers have recognized the potential of customer engagement to enhance business performance and customer value. Therefore, the purpose of this paper is to examine the effects that different types of customer engagement behaviors have on their perceived benefits. Design/methodology/approach The authors conducted two empirical studies. In the first step, 69 in-depth interviews were held to identify important customer engagement behaviors and targeted benefits. Then, in the second step, a quantitative study with 255 participants was used to match the identified customer engagement behaviors with the targeted benefits. Findings The results reveal that there are three aggregated types of customer engagement behaviors (“value creation-focused customer engagement”, “online-focused customer engagement” and “customer-to-customer interaction-focused customer engagement”). These types of customer engagement behaviors lead to different targeted benefits (social, relationship, autonomous, economic, altruistic and self-fulfillment benefits). Research limitations/implications A consideration of the influencing factors of the different customer-engagement-behavior types, including customers’ motives for their engagement with a company, would potentially enhance the findings. Furthermore, a closer investigation of the relationship between socio-demographic characteristics and customer engagement types can also provide deeper insights into the reasons for engaging with a certain firm or brand. Practical implications The findings provide managers with information on how to segment customers according to their customer engagement type and associated benefits and thereby enable them to manage customer engagement behaviors more profitably. Originality/value The results make a key contribution to the emerging research field of customer engagement by gaining deeper insights into the benefits associated with different customer engagement behaviors. It becomes clear that different customer engagement types aim at receiving various benefits.

Encouraging Supply Chain Networks and Customer Loyalty in Global Supply Chain

2016 ◽  
pp. 87-112 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Supply Chain ◽  
Organizational Performance ◽  
Customer Loyalty ◽  
Customer Value ◽  
Business Performance ◽  
Global Supply Chain ◽  
Loyalty Programs ◽  
Sustainable Competitive Advantage ◽  
Supply Chain Networks ◽  
Company Identification

This chapter aims to encourage supply chain networks and customer loyalty in global supply chain, thus distinguishing the theoretical and practical concepts of supply chain management (SCM) and supply chain networks; the multifaceted applications of supply chain network design (SCND); the overview of customer loyalty in global supply chain concerning customer value, customer satisfaction, switching barriers, customer loyalty programs, and customer-company identification (CCID); and the linkage between customer loyalty and supply chain networks in the retail setting. Encouraging supply chain networks and customer loyalty is critical for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve continuous success in global supply chain. The chapter argues that encouraging supply chain networks and customer loyalty has the potential to improve organizational performance and gain sustainable competitive advantage in global supply chain scenarios.

Self Service Technologies in Retail Financial Sector

2010 ◽  
pp. 32-48
Author(s):  
Dr. Rajagopal ◽  
Ananya Rajagopal
Keyword(s):  
Customer Value ◽  
Business Performance ◽  
Financial Sector ◽  
Retail Banking ◽  
Managerial Implications ◽  
Banking Institutions ◽  
Self Service ◽  
And Performance

The rationale of shifting conventional practices to technology based operations, its implications on customer value and performance of banking institutions are argued in the paper. This paper also discusses managerial implications on converging self service technologies with the customer value and business performance in retail banking.

scholarly journals Lean bundles within Jordanian manufacturing SMEs and their effect on business performance

2020 ◽  
Vol 18 (2) ◽  
pp. 302-315
Author(s):  
Khalil Al-Hyari
Keyword(s):  
Lean Manufacturing ◽  
Customer Value ◽  
Structural Equation ◽  
Business Performance ◽  
Manufacturing Sector ◽  
Human Resources Management ◽  
Equation Modeling ◽  
Total Quality ◽  
Global Marketplace ◽  
Sustainable Economic Growth

Maximizing customer value and minimizing waste have become the heart of the formulation of SMEs in the manufacturing sector of Jordan to survive in the new global marketplace. Therefore, lean manufacturing philosophy is used in SMEs to improve performance regarding quality, delivery, and costs to become efficiently competitive, thus accomplishing sustainable economic growth. The current study was designed to analyze the extent to which lean management bundles are adopted by SMEs manufacturing organizations in Jordan and the effect on their performance. Data were collected from 278 manufacturing SMEs in Jordan based on a structured questionnaire. The theoretical relationships were examined using structural equation modeling. The results show that Total Quality Management (TQM) and Human Resources Management (HRM) lean bundles are positively associated with manufacturing SMEs’ performance. The outcomes of this study may be considered as incentives for other practitioners and entrepreneurs of SMEs when implementing lean bundles by acknowledging the positive effect on their performance. Moreover, the findings of this study could be used in an internal checklist before and during the implementation of Lean Manufacturing (LM).

Strategic Market Driven IS/IT Planning Model

2009 ◽  
pp. 39-58 ◽  
Author(s):  
Teay Shawyun
Keyword(s):  
Customer Value ◽  
Business Performance ◽  
Planning Model ◽  
Value Proposition ◽  
Customer Needs ◽  
Internal Customer ◽  
Strategic Integration ◽  
It Planning ◽  
Market Driven ◽  
Strategic Market

IS literature continues to highlight the issues of strategic business and IT planning alignment to achieve business performance. As an alternative to the mainstream models in the planning and implementation of the IS/IT by an organization, this chapter proposes an externalized approach by identifying the market driven needs through the firm’s value proposition to the customer derived from the product/service consumption. The market based push-pull framework is to ensure that the push strategy of the firm in what it wants to offer and at a price that it intends to offer is matched with the pull strategy of the market in what it wants to buy and at a price it is willingly to pay. This externalized customer value is reconciled by the internalized firm’s creation and delivery of the value as proposed by the firm based on the reconciliation of the market-pull and firm-push value proposition affecting customer satisfaction. Once the market pull and firm push strategy is identified, the alignment of the IT would be based on the pushpull effect of the business requirement to serve and satisfy not only the internal customer needs but also the more important external customer needs and requirements in term of the firm’s value proposition. The IT as a key enabler would be the main enabling mechanism to create and deliver on the value as proposed to the customer. A case study of how a university revamp its Information Management System by aligning the external and the internal elements is used to illustrate this reconciliation in its market driven IS/IT planning. The “market driven IS/IT” planning model is the base of the strategic integration of the internal and external elements that is contended to address the key planning issues in a more integrated and comprehensive way.

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