Creating Effective Customer Solutions

2013 ◽  
pp. 16-30
Author(s):  
Ferdinand Burianek ◽  
Sebastian Bonnemeier ◽  
Ralf Reichwald
Keyword(s):  
Low Cost ◽  
Efficient Solutions ◽  
Creation Process ◽  
Relational Processes ◽  
Customer Interaction ◽  
A Value ◽  
Consulting Design ◽  
Depth Interviews ◽  
Value Creation Process

Global competition and declining margins have made enterprises in diverse industries increasingly aware that assuring low cost as well as high product performance and quality is no longer sufficient for long-term success. Integrating products and services into customized solutions can help firms to gain competitive advantage. Based on 11 in-depth interviews with managers from solution providers and an exploratory survey with 45 solution providers, this paper derives a value creation process as well as a set of critical activities and pitfalls within each step. Selling solutions requires relational processes between customer and supplier comprising analysis/consulting, design/configuration, implementation/delivery, and support/operation. To better understand the relational process, this perspective was adopted on creating solutions in order to identify crucial routines and activities. Two main capabilities within this process can be identified: customer interaction and project management. Both capabilities are required in order to deliver more effective as well as efficient solutions.

Creating Effective Customer Solutions

2011 ◽  
Vol 2 (1) ◽  
pp. 15-29 ◽  
Author(s):  
Ferdinand Burianek ◽  
Sebastian Bonnemeier ◽  
Ralf Reichwald
Keyword(s):  
Low Cost ◽  
Efficient Solutions ◽  
Product Performance ◽  
Relational Processes ◽  
Customer Interaction ◽  
A Value ◽  
Consulting Design ◽  
Depth Interviews ◽  
Value Creation Process

Global competition and declining margins have made enterprises in diverse industries increasingly aware that assuring low cost as well as high product performance and quality is no longer sufficient for long-term success. Integrating products and services into customized solutions can help firms to gain competitive advantage. Based on 11 in-depth interviews with managers from solution providers and an exploratory survey with 45 solution providers, this paper derives a value creation process as well as a set of critical activities and pitfalls within each step. Selling solutions requires relational processes between customer and supplier comprising analysis/consulting, design/configuration, implementation/delivery, and support/operation. To better understand the relational process, this perspective was adopted on creating solutions in order to identify crucial routines and activities. Two main capabilities within this process can be identified: customer interaction and project management. Both capabilities are required in order to deliver more effective as well as efficient solutions.

Is property management viewed as a value-added service?

2019 ◽  
Vol 37 (2) ◽  
pp. 262-274 ◽  
Author(s):  
Dustin C. Read ◽  
Andrew Carswell
Keyword(s):  
Real Estate ◽  
Value Creation ◽  
Value Added ◽  
Professional Service ◽  
Property Management ◽  
Individual Property ◽  
Content Type ◽  
Creation Process ◽  
A Value ◽  
Value Creation Process

PurposeThe purpose of this paper is to examine the perspectives of real estate executives to assess the extent to which property management is viewed as a commodity or as a value-added professional service contributing positively to investment performance and property value maximization.Design/methodology/approachThe qualitative analysis draws on the result of 93 semi-structured interviews conducted with executives employed by some of the largest real estate investment management and service firms across the USA.FindingsThe findings suggest that significant perceptual cleavages exist in the real estate industry, with some executives believing property managers are incredibly important to the value creation process and others believing they play a much more modest role.Practical implicationsThe results highlight the need for the property management industry as whole to continue its efforts to gain recognition as a value-added professional service and for individual property management companies to actively take steps to differentiate themselves from competitors if they hope to avoid commodification and fee compression.Originality/valueThe study is the first to the authors’ knowledge to examine real estate executives’ perspectives about the roles property managers play in the value creation process, as well as their views about whether property managers have the skills and autonomy required to make value accretive decisions.

scholarly journals Internal market orientation as a value creation mechanism

2019 ◽  
Vol 33 (2) ◽  
pp. 233-244 ◽  
Author(s):  
Achilleas Boukis
Keyword(s):  
Market Orientation ◽  
Value Creation ◽  
Internal Market ◽  
Theory And Practice ◽  
Content Type ◽  
Creation Process ◽  
A Value ◽  
Conceptual Paper ◽  
Internal Market Orientation ◽  
Value Creation Process

PurposeThis paper aims to re-examine the nature, aim and scope of internal market orientation (IMO) and introduce it as a value creation mechanism for the firm’s internal market. A service-dominant logic (SDL)-based perspective of the IMO notion is advanced, and the key steps and phases for value creation in the internal market are outlined.Design/methodology/approachThis conceptual paper bridges the IM discourse with the SDL literature, and the latter’s implications for internal marketing theory and practice are discussed.FindingsDrawing on the premises of the SDL, IMO re-surfaces as an interconnected operant resource that can be enacted through performing three sets of activities central in the value creation process for internal stakeholders (i.e. value-identifying, value-generating and value-enhancing activities). These groups of relevant value-enabling activities required for IMO enactment are extensively discussed and their role in the value creation process is scrutinized.Originality/valueThis conceptual paper aspires to provide a managerially relevant understanding of value creation in the firm’s internal market. An SDL-driven understanding of IMO is advanced setting it as a value creation mechanism appealing to a wider range of organizations.

scholarly journals DALLE ESIGENZE ENERGETICHE SULLA TERRA ALL’ESPLORAZIONE DI MARTE PASSANDO PER I COLORI DELLA CAPPELLA SISTINA: PRESENTE E FUTURO DEL FOTOVOLTAICO E DEI COMBUSTIBILI SOLARI

2020 ◽  
Author(s):  
Alessandro Abbotto
Keyword(s):  
Fossil Fuels ◽  
Organic Dyes ◽  
Low Cost ◽  
Efficient Solutions ◽  
Renewable Energies ◽  
Technological Transition ◽  
Energy Challenge ◽  
True Colors

The challenge of renewable energies has now come to a strategic step. While 80% of the energy still comes from fossil fuels, the role of renewable energies is in constant growth. The challenge of renewables is not only a technological transition, but also the indispensable response to the needs of the planet, from the incessant demographic growth to climatic emergencies and to the development of the poorest countries, and eventually to medium to long term challenges such as the colonization of Mars. Researchers are therefore committed to developing innovative, clean and efficient solutions to meet such challenge. In particular, organic dyes, organic molecules such as those founds in drugs or liquid crystals, represent key actors of one of the most fascinating chemistry frontiers to produce low cost and clean renewable energy. As the true colors of the Sistine Chapel frescoes, wanted by Michelangelo, have now emerged and visible to everyone, also in this field only specific colored dyes are able to address effectively the energy challenge. The scientist, especially the chemist, starting from the state of the art and innovation, is engaged in the design of new molecules owning the correct colors.

The value space: how firms facilitate value creation

2016 ◽  
Vol 22 (4) ◽  
pp. 736-762 ◽  
Author(s):  
Martti Lindman ◽  
Kyösti Pennanen ◽  
Jens Rothenstein ◽  
Barbara Scozzi ◽  
Zsuzsanna Vincze
Keyword(s):  
Value Creation ◽  
Process Management ◽  
Content Type ◽  
Creation Process ◽  
A Value ◽  
Multiple Case ◽  
Different Dimensions ◽  
Value Creation Process

Purpose – The purpose of this paper is to investigate the firm’s role in the value creation process. In particular, after categorizing the activities that firms carry out to facilitate the creation of value, the “value space,” an actionable framework within which different dimensions of value creation are integrated, is developed and discussed. Design/methodology/approach – The framework is built up on process theory, an in-depth review of the literature and a multiple case study carried out on 65 European firms in the furniture industry. Findings – The value space is both a practical and theoretically based framework which contributes to the development of a more holistic and “actionable” view on the role of firm in the value creation process; also it provides managers with a tool to support the analysis, management and innovation of the value creation process. Originality/value – The systematic categorization of firms’ activities and their subsequent integration into a value creation framework are a missing piece in terms of understanding the value creation process carried out by firms. Also, by facilitating the analysis and innovation of the value creation process, the framework can be used to support both exploitative and explorative business process management.

scholarly journals “Having Skin In The Game”: A Value Tension Study Of An Inter- Agency IT Project

2020 ◽  
Author(s):  
Randall Smith ◽  
Jocelyn Cranefield
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Early Stage ◽  
Agile Development ◽  
Life Event ◽  
A Value ◽  
New Public ◽  
Base Isolator ◽  
Depth Interviews

© 2017 Proceedings of the 25th European Conference on Information Systems, ECIS 2017. All rights reserved. This study seeks to better understand the challenges involved in early stage development of citizen-facing Joined-Up Government and the mitigating strategies used to address these issues. In-depth interviews were carried out with 11 members of a unique, cross-agency case, the SmartStart life event project, the first of a planned suite of life event services in New Zealand’s public sector. Three key underlying value tensions were identified as contributing to agency challenges: New Public Management versus Joined-Up Government, Immediate Needs versus Long Term Benefits, and Waterfall versus Agile development approaches. Participants successfully addressed these value tensions through three concurrent mitigating strategies: active stewardship, citizen centricity, and creation of reusable artefacts. A framework is proposed, based on the concept of a base isolator, to illustrate the dynamics between the underlying value tensions and mitigating strategies, which enable effective practice of Joined-Up Government. Understanding these value tensions and their relationship to the mitigating strategies has implications for both practitioners and researchers.

scholarly journals “Having Skin In The Game”: A Value Tension Study Of An Inter- Agency IT Project

2020 ◽  
Author(s):  
Randall Smith ◽  
Jocelyn Cranefield
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Early Stage ◽  
Agile Development ◽  
Life Event ◽  
A Value ◽  
New Public ◽  
Base Isolator ◽  
Depth Interviews

© 2017 Proceedings of the 25th European Conference on Information Systems, ECIS 2017. All rights reserved. This study seeks to better understand the challenges involved in early stage development of citizen-facing Joined-Up Government and the mitigating strategies used to address these issues. In-depth interviews were carried out with 11 members of a unique, cross-agency case, the SmartStart life event project, the first of a planned suite of life event services in New Zealand’s public sector. Three key underlying value tensions were identified as contributing to agency challenges: New Public Management versus Joined-Up Government, Immediate Needs versus Long Term Benefits, and Waterfall versus Agile development approaches. Participants successfully addressed these value tensions through three concurrent mitigating strategies: active stewardship, citizen centricity, and creation of reusable artefacts. A framework is proposed, based on the concept of a base isolator, to illustrate the dynamics between the underlying value tensions and mitigating strategies, which enable effective practice of Joined-Up Government. Understanding these value tensions and their relationship to the mitigating strategies has implications for both practitioners and researchers.

Managing the Customer Relationship

2011 ◽  
pp. 1-13
Author(s):  
Keith F. Ward ◽  
Erik Rolland ◽  
Raymond A. Patterson
Keyword(s):  
Customer Relationship Management ◽  
Value Creation ◽  
Firm Value ◽  
Customer Value ◽  
Relationship Management ◽  
Customer Relationship ◽  
Creation Process ◽  
Goods And Services ◽  
A Value ◽  
Value Creation Process

Proponents of Customer Relationship Management (CRM) suggest that a firm can develop a value creation relationship, such that an increase in customer value, leads to an increase in firm value (Mithas et al., 2005). The value for the customers comes from the provision of goods and services that match their needs. However, the research to date on using e-CRM systems to both foster and monitor this value creation process is somewhat mixed. This chapter proposes to cross-functionally integrate organizational assets with customers’ interests via technology. The resulting framework can assist managers in improving services, through the use of e-CRM, to understand what is important to the customer.

scholarly journals The role of innovation intermediary organisations in forming value creating meetings: the agri-food firm perspective

2021 ◽  
pp. 1-12
Author(s):  
Lisa Blix Germundsson ◽  
Per Frankelius ◽  
Charlotte Norrman
Keyword(s):  
Value Creation ◽  
Food Sector ◽  
Policy Makers ◽  
Creation Process ◽  
A Value ◽  
Innovation Intermediaries ◽  
Value Creation Process ◽  
Practical Implications ◽  
Intermediary Organisations

The aim of this study is to explore the concept of value creating meetings that connect agri-food firms with other crucial actors with whom they can collaborate or co-innovate, and related to this, examine the role of innovation intermediary organisations in the forming of such value creating meetings. The research design involves three case studies of intermediary organisations, within the agri-food sector in Sweden, each with an adherent case of a value creating meeting. The method comprises data collected through documents, interviews and insider accounts. The findings include the notion that three factors – problem, professionals and platform – are important to combine in order to facilitate value creation. We also show that intermediaries play an important role in the value creation process and that this process could be summarised into four steps: problem recognition, contact creation, dialogue facilitation and value creation. We elaborate on the role of innovation intermediaries, give examples of how value creating meetings could be arranged and what such meetings can lead to in case of outcome. Practical implications for policy makers and agri-food business firms include that intermediary organisations can play an important bridging role in a complex and fragmented context, offering contacts, networks and value creating meetings for targeted actors. Intermediary organisations need to focus on forming value creating meetings, work actively across sectoral boundaries, and allocate adequate resources for mediating efforts.

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