Value proposition dynamics in response to external event triggers

Leroi‐Werelds, Sara; Verleye, Katrien; Line, Nathaniel D.; Bove, Liliana L.

doi:10.1016/j.jbusres.2021.07.041

Cited by 18 publications

(24 citation statements)

References 35 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…By paying specific attention to service ecosystems with the ambition to co-create not only economic but also environmental and/or social value, this research also contributes to the design of sustainable service ecosystems, which is denoted as a key priority for service scholars (Field et al, 2021). Second, this research advances the value proposition literature, which has merely focused on the role of value propositions in dyadic interactions between a focal actorsuch as a firmand its customers and/or other stakeholders (Leroi-Werelds et al, 2021). Specifically, this literature is advanced by exploring the strategic decisions that come along with using value propositions as strategic tools for communication in service ecosystems, thereby relying upon insights from communication theory.…”

Section: Introductionmentioning

confidence: 91%

“…As strategic tools for communication, value propositions allow a focal actor to share information about what they are able to deliver and/or what benefits other actors will obtain when interacting with them (Frow and Payne, 2011). Although a number of scholars conceptualize value propositions as a focal actor's promises on the value they can deliver to other actors (Leroi-Werelds et al, 2021), we contendin line with Vargo (2020) that these communication tools are not under the sole control of the focal actor but co-created by multiple actors whose interests and needs may diverge.…”

Section: Value Proposition As Strategic Tool For Communication In Ser...mentioning

confidence: 99%

“…higher human trafficking awareness) to shocks (e.g. terrorist attack), affect the way in which hotels present themselves to other actors in their service ecosystem, such as customers, employees, suppliers and investors (Leroi-Werelds et al, 2021). Not only changes in the external environment but also internal changessuch as an organizational crisismay affect the way in which actors communicate about their value package (Blasco-Arcas et al, 2022).…”

Section: Messages In Service Ecosystems: Dilemmamentioning

confidence: 99%

“…Indeed, a number of service scholars present value propositions as strategic tools that help actors to communicate about their ability to co-create value with customers and other stakeholders by disclosing what benefits other actors will obtain when interacting with them (e.g. Payne et al, 2017;Leroi-Werelds et al, 2021), yet, it is not fully clear how service ecosystem actors can use and/or make value propositions. Against this background, this paper aims to provide insight into the concrete way in which different actors can use and/or make value propositions to communicate with one another in service ecosystems oriented toward co-creating economic, environmental and/or social value.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Communication in service ecosystems through value propositions: dilemmas and future research avenues

Verleye

Reber

2022

JOSM

Self Cite

View full text Add to dashboard Cite

PurposeThis paper aims to provide insight into communication strategies that may enable service ecosystem actors to co-create economic, social and/or environmental value.Design/methodology/approachTo achieve this end, the authors rely upon the literature on value propositions, which represent strategic tools for communicating about the value package (i.e. the benefits that actors can offer to one another along with its costs). This literature stream – in combination with the communication literature – allows the authors to unravel five dilemmas that service ecosystem actors face when communicating about the value package with one another.FindingsTo co-create value in service ecosystems with the help of value propositions, actors need to reflect upon (1) whether to involve third parties when sending messages about their value package (cf. sender), (2) what information to share about their value package (cf. message), (3) whether to invest resources in face-to-face communication when conveying messages about the value package (cf. channel), (4) whether to reach out to a broad audience with value package messages (cf. receiver) and (5) whether to engage in institutional work through communication in response to various interpretations of messages about the value package (cf. effect).Originality/valueThis research advances the literature on value co-creation in service ecosystems by relying upon communication theory to unravel the dilemmas that come along with using and/or creating value propositions as strategic tools for communication.

show abstract

Section: Introductionmentioning

confidence: 91%

Section: Value Proposition As Strategic Tool For Communication In Ser...mentioning

confidence: 99%

Section: Messages In Service Ecosystems: Dilemmamentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Communication in service ecosystems through value propositions: dilemmas and future research avenues

Verleye

Reber

2022

JOSM

Self Cite

View full text Add to dashboard Cite

show abstract

“…This move is partially urged by the United Nations' Sustainable Development Goals (SDGs) and the Environmental, Social, Governance (ESG) metrics (Huang et al, 2021). However, recent research shows that consumers also encourage firms to focus on transformative value since "consumers' sustainability-focused behaviors drive the market for sustainable products and services" (van Riel et al, 2021, p. 389) and firms are more likely to change their positioning when consumers change their value priorities (Leroi-Werelds et al, 2021). In fact, consumer pressure for brands to act in a transformative way is growing as the combination of a connected and transparent world with disruptions such as a global pandemic and natural disasters raises awareness of societal and environmental issues (Haller et al, 2020;Iglesias et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Transformative value positioning for service brands: key principles and challenges

Leroi‐Werelds

Matthes

2022

JOSM

Self Cite

View full text Add to dashboard Cite

PurposeThe aim of this paper is to integrate insights from service, branding and communication research to present key principles of a successful transformative value positioning for service brands.Design/methodology/approachThis paper uses a conceptual approach that is rooted in the service, branding and communication literature.FindingsThe contribution of this paper is threefold. First, this paper explains why positioning a service brand is different from positioning a product brand and why this is especially challenging in case of transformative value. Second, an organizing framework is used to theorize that a successful transformative value positioning is based on the organizational DNA; is consistently implemented in actions, communications, employee behavior, and servicescapes; and inspires customer engagement. Based on this framework, this paper formulates key principles of a successful transformative value positioning for service brands. Third, this paper provides a research agenda to guide and stimulate future research.Practical implicationsThe key principles provide guidelines for managers striving for a transformative value positioning. Not adhering to these guidelines could have severe implications for service brands in terms of washing perceptions ultimately deteriorating the brand image.Originality/valueThis paper combines insights from service, branding and communication research to provide a comprehensive and balanced perspective on a successful transformative value positioning for service brands.

show abstract