Value creation by “muddling” in the B2B sector

Hultén, Peter

doi:10.1016/j.jbusres.2010.12.016

Cited by 11 publications

(13 citation statements)

References 25 publications

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“…From the buyers' view, the value adding process presents an opportunity to rate the competitiveness of companies (Geiger et al, 2012;Hallikas, Kulha, & Lintukangas, 2013;Hultén, 2012). The analysis of the value adding process of this paper is based on the constructs and elements indicated in Table 1.…”

Section: Methodological Proceduresmentioning

confidence: 99%

“…Emerging countries play a significant role in the world economy (Samake & Yang, 2014). The fact that most of the research on how buyer companies perceive value has been conducted in developed countries, where cultural aspects regarding the perception of value may differ from those found in emerging countries, should not be overlooked (Flint, Blocker, & Boutin, 2011;Hultén, 2012;Smals & Smits, 2012;Sullivan, Peterson, & Krishnan, 2012). This paper analyses how buyer companies perceive the value added to products and services offered by their suppliers and identifies the predominant elements that affect the purchasing decisions and establishment of relationships between companies in a B2B context.…”

Section: Introductionmentioning

confidence: 99%

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Value Added Elements According to Buyer Companies in a B2B Context

Battaglia

Schimith

Marciano

et al. 2015

BAR, Braz. Adm. Rev.

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This paper analyses how buyer companies perceive the value added to products and services offered by their suppliers and identifies the predominant elements that affect purchasing decisions and establishment of relationships between companies in a B2B context. A multiple case study was developed in 12 buyer companies from three industrial segments in southern Brazil: metal-mechanics, furniture and foods. The findings show that for supplier companies in the metal-mechanics industry to add value, they must identify buyers' needs, develop technology/innovation, be focused on competitive aspects, keep control of the supply chain, provide different purchasing channels, develop partnerships, and adapt to cultural aspects. Companies in the food industry consider the model for creating value to adapt to meet customer needs, the effective use of purchasing channels, functionality of products, and technical knowledge. The companies in the furniture industry value the methods that suppliers use to capture and implement required changes, effective control of the supply chain, and the representativeness of the suppliers' brand in the market. This study captures the perception of buyer companies in relation to predominant value-adding elements and could guide decisions for the adoption of managerial actions by supplier companies focused on adding value.

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Section: Methodological Proceduresmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Value Added Elements According to Buyer Companies in a B2B Context

Battaglia

Schimith

Marciano

et al. 2015

BAR, Braz. Adm. Rev.

View full text Add to dashboard Cite

show abstract

“…The collaborative nature of value co-creation complicates the nature of customer perceptions by increasing information flows (Zhu and Zolkiewski, 2015). Customers face increasing information processing burdens that shape their ability to understand value, and this makes it more difficult to communicate value successfully, thus reducing customers’ abilities to understand the nature of value (Hultén, 2012; Lynch and de Chernatony, 2007; Pinnington et al, 2016). In summary, value is difficult to communicate since it relies on subjective interpretations of multiple actors with heterogeneous interests who face increasing demands on their information processing capabilities.…”

Section: Contemporary Issues In B2b Marketing – Beyond Ai and Itmentioning

confidence: 99%

Revisiting Contemporary Issues in B2B Marketing: It's Not Just about Artificial Intelligence

Prior

Keränen

2020

Australasian Marketing Journal

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In this paper, we offer critical reflections on several contemporary issues in B2B marketing research. Specifically, we consider value, customer solutions, temporary organizations, governance models and sustainability within this literature. Our reflections lead us to suggest that further B2B marketing research is necessary in terms of four main areas (i) integrating complex offers for solutions, (ii) integrating functional activities, (iii) understanding the inter-related societal effects of B2B marketing, and (iv) understanding B2B marketing in information-poor environments. We develop an agenda that could serve to motivate further B2B marketing research while also reminding scholars that ‘it's not just about Artificial Intelligence (AI)’ or Information Technology (IT).

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“…This is explained by the fact that in business markets a quantification of value is needed, given that this is a selection criterion for the purchasing company [40]. However, even in business markets it is difficult for a customer to evaluate the total value of a new solution until he starts using it, so the non-economic value dimensions of the product should not be ignored [41].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Value Creation Attributes—Clustering Strategic Options for Romanian SMEs

et al. 2020

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Value proposition can be an important source of competitive advantage for small and medium sized enterprises (SMEs). Unlike large companies which follow a rational and sequential process, developing a value proposition in an SME is instead a trial and error process. Therefore, those companies are experimenting with various options. The purpose of this paper was to identify the value strategies used by SMEs based on value dimensions and attributes and to find specific groups of SMEs with a similar market approach. We present a theoretical framework on customer value creation and customer value communication, followed by a quantitative research on 399 Romanian SMEs. We used a principal component analysis to reduce the number of choices and afterwards we ran a cluster analysis to identify the distinct groups of SMEs using specific value propositions. We found that there are three major strategic options based on customer experience, affordability and customization, and four distinct clusters: customer delight (A), multiple sources of differentiation (B), one-to-one marketing (C) and cost—effectiveness (D). Three groups use distinct value propositions—A focuses on customer experience, C on customization, D on affordability—while B mixes all of them.

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Value creation by “muddling” in the B2B sector

Cited by 11 publications

References 25 publications

Value Added Elements According to Buyer Companies in a B2B Context

Value Added Elements According to Buyer Companies in a B2B Context

Revisiting Contemporary Issues in B2B Marketing: It's Not Just about Artificial Intelligence

Value Creation Attributes—Clustering Strategic Options for Romanian SMEs

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