Understanding the value proposition as a co-created claim

Abstract

-In this paper, we examine five cases of technology commercialization in terms of how entrepreneurs advance a specific kind of claim: the value proposition. The value proposition can describe the characteristics of the innovation itself (GoodsDominant Logic) or propose how the innovation will cocreate value with stakeholders (Service-Dominant Logic); in the examined cases, the value proposition transitions between these two "logics," addressing different needs in the ongoing argument. We conclude by discussing the needs that each "logic" serves and the implications for better understanding entrepreneurship communication

Remaking the Pitch: Reuse Strategies in Entrepreneurs’ Pitch Decks

“…Additionally, the research did not capture training and other informal interactions among entrepreneurs and GCG personnel. We address some of these factors in later studies (Spinuzzi et al [79]; London et al [45]; Jakobs et al [36]). …”

“…(For more on this pitch competition, see Spinuzzi et al [79]; Spinuzzi et al [78]; London et al [45]; Jakobs et al [36]. For more on similar pitch competitions, see Gibson & Conceiçao [29]; Park et al [57]; Sung & Gibson [78].…”

“…Understanding these patterns of reuse, we argue, can help us to understand how this cross-document dialogue helps SMEs to refine their entrepreneur pitches-and, more generally, how reuse across document cycles works rhetorically. Surprisingly, we have found very little research on the process of developing the pitch; the only research we know of that addresses the phenomenon is the research we have conducted (Spinuzzi et al [78], [79]; London et al [45]; Jakobs et al [36]). Although many studies have been done on reuse across documents, none of these studies has addressed the question of pitch decks.…”

How Magnets Attract and Repel

“…) Consequently, these entrepreneurs often developed arguments that fit within Korea's cultural and economic context but not the U.S. market. Thus firms had to shift from descriptive arguments to proposal arguments (London, Pogue, & Spinuzzi, 2015) that compellingly expressed a value proposition for a specific audience, presented evidence for that value proposition, and described an effective team. …”

Alliance strategy: context, process, and requirements

“…For instance, suppliers focus their efforts on what matters to their customers' contextual narrative (e.g. services, solutions), rather than on their own product-based narrative (London et al, 2015;Chandler and Vargo, 2011). As such, narratives may cross boundaries between traditional roles of designers and users (Orlikowski and Robey, 1991), and entangle stakeholders with different roles in complex ecosystems (Reypens et al, 2016).…”