2014
DOI: 10.1002/sej.1181
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Customer Value Propositions in Declining Industries: Differences between Industry Representative and High-Growth Firms

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Cited by 32 publications
(18 citation statements)
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References 68 publications
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“…market positioning), this is often from a high-level strategic perspective rather than a more 'hands on' approach focused on operationalisable sales methodologies and customer engagement mechanisms. Research has shown that the most successful companies have a strong customer orientation and can communicate their value propositions more clearly and aggressively than industry representative firms (Chandler et al, 2014), but this understanding needs to be fostered throughout the acceleration process so that customers -and the creation of unique value for customers (Barringer et al, 2005) -remain at the heart of the growth business during its development. Improving the sales capacity of firms is therefore crucial because 'high growth firms are sales-oriented rather than innovation oriented' (O'Regan et al, 2006: 39).…”
Section: Programme Interventionsmentioning
confidence: 99%
“…market positioning), this is often from a high-level strategic perspective rather than a more 'hands on' approach focused on operationalisable sales methodologies and customer engagement mechanisms. Research has shown that the most successful companies have a strong customer orientation and can communicate their value propositions more clearly and aggressively than industry representative firms (Chandler et al, 2014), but this understanding needs to be fostered throughout the acceleration process so that customers -and the creation of unique value for customers (Barringer et al, 2005) -remain at the heart of the growth business during its development. Improving the sales capacity of firms is therefore crucial because 'high growth firms are sales-oriented rather than innovation oriented' (O'Regan et al, 2006: 39).…”
Section: Programme Interventionsmentioning
confidence: 99%
“…High-growth firms in declining industries have been shown to have different value propositions (a central component of a business model) than incumbent firms (Chandler, Broberg, & Allison, 2014). High-growth firms are able to grow in spite of adverse conditions by creating one of the three unique value propositions: meeting the needs of an underserved market segment, identifying a new market segment by focusing on product/service characteristics that appeal to that segment, or providing a total customer solution.…”
Section: Strategymentioning
confidence: 99%
“…CATA can be used to collect data relevant to testable hypotheses from an assortment of narratives. Management research has used web sites, social media, press releases, letters from managers, business plans, and policy documents as sources of content analytic data (e.g., Buttner, 2001;Chandler, Broberg, & Allison, 2014;Short et al, 2010). The data gathered from these sources can be used to further define, develop, and test the theoretical relationships and boundaries of social entrepreneurship.…”
Section: Opportunities For Future Researchmentioning
confidence: 99%