A Value Proposition Development Framework for Industrial Service

Töytäri, Pekka; Rajala, Risto; Nilsson-Ollandt, Lucas; Keränen, Joona

doi:10.24251/hicss.2017.195

Cited by 2 publications

(2 citation statements)

References 34 publications

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“…The reason for the difference in the number of components is that the elements of customer relationships, distribution channels and target customers are expressed under the customer name and the cost and income structure are also named as the revenue mechanism. Pointing out the importance of value proposition and paying attention to target customers in the findings of the researchers (10)(11)(12)15) was found to be consistent with the results of the present study.…”

Section: Discussionsupporting

confidence: 90%

“…Concerning value proposition and target customers in the present study, it should be noted that future orientation and creation of the value proposition of intangible services is considered a key component of competition in service businesses (10). In another study, it has been argued that managers need to continuously enrich the value propositions by identifying the needs and interests of customers and organizations (11).…”

Section: Introductionmentioning

confidence: 70%

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The Business Model of Sports Academies with an Emphasis on Value Proposition and Customer Segments

Izadfar¹,

Sharififar²,

Mohammadkazemi³

2020

Ann Appl Sport Sci

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Background. Nowadays, sport is considered as a good base for marketing and entrepreneurship. Business model design is also increasingly welcomed. But in the field of sports businesses and sports academies in Iran, no research has been conducted, and no specific business model has been introduced. Objectives. The purpose of this study is to identify and prioritize the value proposition components and customer segments as influential components of the business model. Methods. This research is applied in terms of purpose and adopted the descriptive-survey approach for data collection. Lastly, it employed mixed exploratory research methodology (i.e., quantitative-qualitative). The statistical population consists of entrepreneurs, sports business owners, managers of athletic academies, heads of athletic departments and managers of national Olympic academies. In the qualitative section, 15 individuals were selected using the purposeful snowball sampling strategy until the theoretical saturation level was achieved. The analysis of the data was done by analyzing the quality of the content while using open coding, axis coding and theme coding methods. Next, in the quantitative section, the AHP method was used to prioritize the different categories of value proposition and customer segments. Results. The results of data shows that the customer segments, in order of importance include athletes (beginners to champions) (0.557), coaches and referees (0.333) and the ordinary people (public) (0.110). Conclusion. It is recommended that the business owners studied as well as those interested in setting up such businesses while carefully analyzing their customers and their characteristics and accurately segmenting them, provide services tailored to the value of each customer.

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Section: Discussionsupporting

confidence: 90%

Section: Introductionmentioning

confidence: 70%