Added value: its nature,  roles and sustainability

Chernatony, Leslie de; Harris, Fiona; Riley, Francesca Dall’Olmo

doi:10.1108/03090560010306197

Cited by 187 publications

(143 citation statements)

References 29 publications

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“…This is a very interesting perspective; one of our intentions in developing sensory descriptive labels is that the customer is satisfied with the product and thus acquires the intention to revisit the store and repurchase the product (note that this was not the aim in the present study). Moreover, another effect of this might be that described by de Chernatony and Harris (2000), who declared that this kind of approach may lead to higher consumption, prices, and margins of the product. Wansink et al (2001) also showed that descriptive labels increased sales by more than a quarter and increased the likelihood that customers would purchase the products again on return visits.…”

Section: Discussionmentioning

confidence: 99%

“…Conversely, consumers may construct their preference on the spot when reading the labels at the point where they must make a choice of what to purchase (Bettman et al, 1998). Sensory description labels de Chernatony and Harris (2000) declared that providing an added value for the consumer might lead to higher prices and higher margins for the selling company. Furthermore, different products will have different sets of sensory characteristics, and the importance of the attributes that are present and communicated could also affect the consumers' willingness to pay (McCluskey et al, 2007).…”

Section: Sensory Descriptions When Comparing Food Productsmentioning

confidence: 99%

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Sensory description labels for food affect consumer product choice

Swahn

Mossberg

Öström³

et al. 2012

European Journal of Marketing

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PurposeThis observational study set out to investigate the effect of sensory description labels on consumer choice of apples in a grocery retail store.Design/methodology/approachAn independent observation study was conducted in a retail grocery store setting. A total of 1,623 consumers were observed over a four‐day period in four different sessions, each using three apple varieties (JONAGOLD, INGRID MARIE, and ELISE). Marketing strategies differed between the sessions as follows: sort name labelling only, sort name and sensory description labelling, sort name and sensory semantic description labelling, and sort name labelling and allowing consumers to taste the apples before choosing.FindingsConsumer product choice was affected by the sensory description labels. When only the sort name was given on the label, the consumers tended to choose INGRID MARIE, which has a strong sort name. With the addition of sensory description labels, the consumer choice shifted to ELISE, which had been chosen with a low frequency when only sort name was given, but was chosen with a high frequency when sensory description labelling was used.Research limitations/implicationsThe study was limited to red apples and one national market.Practical implicationsPractitioners, managers, and marketers may benefit from using proper sensory labelling as a marketing tool for various food products, such as apples, in a grocery retail store.Originality/valueThis study shows the importance and value of sensory description label marketing for food products in grocery retail stores. Little attention has previously been paid to the research area within sensory marketing communication concerning the interplay of sensory perception of food and the formulation of marketing labels, or taste marketing. This paper also addresses the possible interaction between the disciplines of sensory and marketing science.

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Section: Discussionmentioning

confidence: 99%

Section: Sensory Descriptions When Comparing Food Productsmentioning

confidence: 99%

Sensory description labels for food affect consumer product choice

Swahn

Mossberg

Öström³

et al. 2012

European Journal of Marketing

View full text Add to dashboard Cite

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“…Womack (2006) stresses that a customer is concerned only with the value addition directed at them and not in the average of the firm's effort in general. For this reason, Chernatony et al (2000) comment that authors such as Band (1991), Gale (1994) and Naumann (1995) have highlighted the element of 'value added (VA)' as a strategy for achieving competitive advantage and have also advised organisations on designing processes that create value for their customers.…”

Section: The Concept Of 'Value' and Vsmmentioning

confidence: 99%

A VSM improvement-based approach for lean operations in an Indian manufacturing SME

Saboo¹,

Reyes²,

Er³

et al. 2014

IJLER

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Abstract:The current economic environment in the Indian manufacturing industry is offering a perfect opportunity to SMEs of this country to develop and grow by acting as suppliers of large multinational original equipment manufacturers (OEMs). To meet the challenge of offering high standards of quality, cost and delivery (QCD) to these multinational OEMs, Indian manufacturing SMEs must implement effective approaches, such as lean manufacturing, to continually and systematically improve their operations. However, the academic literature indicates that the adoption of lean manufacturing and some of its tools, such as value stream mapping (VSM), by Indian manufacturing SMEs is feeble, or in many cases lean initiatives have been unsuccessful. This paper presents a successful application of VSM in an Indian manufacturing SME. The results of the study and operational improvements achieved indicate that the application of VSM is an effective 42 A. Saboo et al.strategy for organisations of this type to improve their processes and thus meet their current challenges. This paper contributes by providing empirical evidence of the application of VSM in India and thus it can be used as a guiding reference for managers and engineers to undertake specific process improvement projects, in their organisations, similar to the one presented in this paper.Keywords: India; lean operations; manufacturing; SME; value stream mapping; VSM.Reference to this paper should be made as follows: Saboo, A., Garza-Reyes, J.A., Er, A. and Kumar, V. (2014) 'A VSM improvement-based approach for lean operations in an Indian manufacturing SME', Int.

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“…The third point is a view of 'value added' as concerned with enhanced strategies, management styles, technologies, special projects or operations (Chernatony and Harris, 2000;Fletcher and Hardill, 1995). An activity or new innovation that makes an organisation thrive becomes value added to the business.…”

Section: Value Added Concept and Value Adding Servicesmentioning

confidence: 99%

Analysis of the potential contribution of value-adding services (VAS) to the competitive logistics strategy of ports

2015

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This paper examines the potential contribution of value-adding services (VAS) to port logistics strategy development in order to enhance competitiveness in the face of increasing competition between ports. Based on an empirical study taking the critical-realist approach of mixed methods' research and using data from multiple case-study ports in both developed and developing countries, the relevance and deployment of value-adding services are assessed with a view to facilitating port strategy decisions. This study addresses the paucity of VAS investigations in the maritime logistics literature and examines the potential contribution of VAS to port competitiveness from the perspective of port users. Results demonstrate that the most readily available and accessible value-adding services are transport services, followed by warehousing and water supplies. The paper concludes that value-adding services have the potential to both attract port users and retain them.

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Added value: its nature, roles and sustainability

Cited by 187 publications

References 29 publications

Sensory description labels for food affect consumer product choice

Sensory description labels for food affect consumer product choice

A VSM improvement-based approach for lean operations in an Indian manufacturing SME

Analysis of the potential contribution of value-adding services (VAS) to the competitive logistics strategy of ports

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