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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
21

Value-driving factors for Employer Attractiveness : A multiple case study within the IT industry

Moen, Jonatan, Woodhouse, Magdalena January 2021 (has links)
As the society we live in today is moving towards being more technology-driven, the competition in the labor market of attracting people within the IT industry is increasing. To attract people within the IT industry, firms must understand what attracts these people to then be able to form a proposition that suits these individuals. The case company of this study, DAF (Digital ASIC and FPGA), an internal organization within Ericsson AB, wants to get a better understanding of what people within the IT industry value in an employer and what actions they should take to be more attractive in the labor market. Therefore, the purpose of this report has been to explain how and to what extent different value-driving factors affect employer attractiveness for employees holding a specific technical competence needed at DAF. Based on a pre-study consisting of six interviews with working professionals within the field of employer branding and industrial marketing, as well as a comprehensive literature review, a model of analysis is established consisting of six value-driving factors; interest-, social-, management-, application-, development-, and economic value, that is expected to affect the overall attractiveness of an employer. These factors are further operationalized into 30 different codes that are set to explain the value factors more in detail. The main study is a multiple case study of employees working at DAF, as well as four competitor firms to DAF. The study is based on interviews with 21 employees spread out on the five case companies, all holding the targeted competence needed at DAF. During the interviews, the respondents spoke freely about what they value in their current and previous position so underlying value factors could be identified. Additionally, the respondents were asked to elaborate on their perception of the most important factors of an employer, as well as their perception of Ericsson as an employer to deepen the analysis and get an understanding of how the respondents perceive Ericsson. The interviews were analyzed both qualitatively and quantitatively. In the analysis, the respondents were grouped based on what company they work for and the case companies were firstly analyzed separately. Secondly, the cases were compared to each other to answer how and to what extent the value-driving factors in the model of analysis affect employer attractiveness. Third, a series of inductive analyses where cross-case patterns between different groups of individuals were analyzed. Based on the analysis, it can be concluded that the most important factors of employer attractiveness for employees holding the target competence needed at DAF are social value, mostly in terms of organizational culture, teamwork, and collegial relationship, as well as application value, mostly in terms of challenging work tasks, task diversity, and the work tasks to be meaningful for the employee. Moreover, management-, development-, economic-, and interest value are all considered important drivers of employer attractiveness. For DAF to improve their employer brand and attractivity, they should craft a proposition that aligns with their unique selling points of first of all being a leader in telecommunication, technology, and innovation. Secondly, having supportive management that empowers employees to make decisions by themselves and shape their position based on personal preferences. Thirdly, offering challenging, diverse, and creative work tasks to enable opportunities for developing new skills. Furthermore, DAF is recommended to promote life at DAF and create a unified organizational culture within the organization, clarify opportunities for development, and provide more social- and team-building activities.
22

Customer value through Agile methodology : A case study of an IT consulting firm

Jeppsson, Adam, Johansson, Tim January 2021 (has links)
When organizations are growing, hierarchical structure makes it tougher to adapt to change. In a dynamic and fast-changing world, the need for flexibility in organizations to meet customer demands are higher thanever. What customer demands, and how customer value is created, is to some extent unclear since it varies between industries, companies, and individuals. Although many researchers have discussed customer valuefor a long time, accurate conclusions seem hard to find. Recently, many organizations have adopted Agile methodology to handle challenges in a changing business environment. However, few scientific studieshave emphasized how this can be managed well in the IT consulting industry.This study aims to investigate how customer value is affected by Agile methodology, hence an investigationof what drives customer value in the IT consulting industry is conducted. Through a literature study on customer value in the IT consulting industry, the authors have identified 16 key dimensions of customer value, which have been divided into product-based value, service-based value, and relationship-based value.A case study on Elvenite AB, who is currently transforming into an Agile organization, is used as research approach, where a total of 19 interviews with experts, employees and customers were conducted. Data wasalso collected via a validation form and by participating observation, where the authors participated in Agile ceremonies at the case study company.An analysis of the result shows that the value dimensions responsiveness, empathy, reliability, and supplier solidarity with customers are very important to customers. The results also shows that Agile methodologypositively affects the value dimensions responsiveness, communication, and flexibility the most. A chart between customer value and Agile methodology’s impact, shows that responsiveness and empathy should be emphasized the most if an Agile organization wants to maximize customer value in the IT consulting industry. Agile working methods and an Agile mindset creates value through increased transparency, alignment, and through an incremental value delivery where various stakeholders are involved. On an external level, IT consulting firms should emphasize the importance of highly valued dimension in the Agile delivery. On an internal level, Agile organizations should make sure to enable an optimal flow of prioritization andcommunication in the organization, decentralize decision-making and build Agile teams around valu
23

Sources Of Competitive Advantage For Emerging Fast Growth Small-To-Medium Enterprises: The Role Of Business Orientation, Marketing Capabilities, Customer Value, And Firm Performance

Tan, Caroline Swee Lin, caroline.tansl@gmail.com January 2007 (has links)
This thesis examines the influence of market, learning, and entrepreneurial orientation as sources of competitive advantage in fast-growth SMEs. It is taken that these three factors synergistically comprise an organization's business orientation, enhancing marketing capabilities and firm performance. In Australia, these firms tend to be emerging enterprises, usually less than 10 years of age, and comprise approximately 10% of all SMEs, contributing substantially to national revenue. Two studies (Study 1 and Study 2) were incorporated, utilizing a sequential explanatory design, which is characterized by undertaking quantitative data collection and analysis (path modelling), prior to conducting qualitative research (case studies/causal network modelling). Study 1 reveals that business orientations are significant antecedents to marketing capabilities. Accordingly, firms leverage advantages associated with a business orientation to strengthen their marketing capabilities. While superior marketing capabilities are important drivers of performance, these capabilities also mediate relationships between business orientation and performance. Without such capabilities, it appears that firm market, entrepreneurial and learning orientations provide little value to attainment of desired performance objectives. Fast growth SMEs invest in maintaining sound relationships with distributors and developing superior products/services for positional advantages. However, only product/service development capabilities contribute significantly to firm performance. Although Relationship Capabilities are related positively with Shared Vision (learning orientation) and Proactiveness (entrepreneurial orientation), this marketing capability dimension displays nonsignificant relationshi ps with performance measures. This finding suggests that even though FGF employees might have sound relationships with distributors/retailers, Relationship Capabilities are not a direct contributor to subjective measures of firm profitability, ROI, ROE, customer satisfaction, new product success, and overall marketing effectiveness, confirming that positional advantage does not necessarily lead to enhanced firm performance. In addition, marketing research, marketing management, marketing communications, and pricing are nonsignificant contributors within the context of the present hypothesized model. Study 2 extends the hypothesized model originating from Study 1. Based on an inductive analysis of case studies, qualitative findings reveal four significant qualities specific to these organizations: Leadership/CEO characteristics, human resource practices, organizational culture, and organizational climate. These characteristics can be regarded as intangible resources associated with fast-growth firms. These attributes appear to be significant antecedents to business orientation, marketing capabilities, customer value, and firm performance. Customer value features prominently. This model is also nonrecursive: firm performance sends a signal to potential employees and customers, impacting human resource related issues such as staff motivation, rewards, and recruitment. Successful firms tend to attract highly talented employees because potential staff want to be associated with winning enterprises. Information generated and disseminated from the renewal process adds new knowledge to superior organizational r esources, making the process nonrecursive. Perhaps, more importantly, Study 2 reveals that fast-growth companies seem to have an uncanny ability to remain ahead, preventing competitors from surreptitiously entering their markets. It might sound as a cliché, however, but these organizations appear to possess a commitment to customer centricity for at least some period of time, retaining customers by developing new products which continue to serve current customers as they change what they value.
24

Building a niche company in recruitment industry, a case study of Swedish company Multimind AB

Charoenrungsiri, Rungnapa, Charoenrungsiree, Narana January 2009 (has links)
<p>In this thesis, we aim to find out ways that Multimind’s create customer focused value and sustain the value in the recruitment industry and their customer relationship management in the niche market. Our purpose is also to study their strategy, policies and their organizational culture especially in customer focused value and relationship management in this service business.  In this thesis we will study only on their strategy toward this niche market. Therefore, the scope of study will cover its business’s history on company’s objective, operation process, organization’s culture, company’s policy and strategy in market learning and innovation. We use qualitative method by conducting the interview with the informant. We use both primary and secondary data for collecting the data. In our primary data, judgment sampling method is being applied in selecting the interviewee. For Secondary data; we have searched the information from the company’s website, academic journals from university library. </p>
25

What's in it for You? : A Study of Perceived Customer Value among IKEA's Business Customers in the Kitchen Market

Grom, Karin, Janhans, Louise, Johansson, Emmelie January 2006 (has links)
<p>Companies have started to concentrate more on customer relationship, meaning more attention on customer contact, instead of concentrating on the product. Those thoughts have further developed into that companies continuously create and add value for their customers, to keep them loyal and satisfied. Value can be created in different ways, and the companies need to understand the value factors that are considered most important among their customers. For the same reason IKEA commissioned this thesis; to know how to deliver greater customer value. Therefore the purpose of this thesis is to evaluate and rank the factors that perceive customer value for IKEA’s business customers in the kitchen market.</p><p>With a quantitative approach in mind a market research is accomplished to find opportunities and solve problems of the existing strategy. Data was collected with help from a survey, in accordance with the method chapter. Further was the survey analyzed and interpreted with help from the theory in the frame of reference. The conclusions are presented in the end of the thesis.</p><p>The theories within the subject of customer value show that price, performance and personalization are the main factors that contribute to perceived customer value. Good customer value can be achieved when price, performance and personalization are in harmony and exceeds customer expectations. When companies only present parts of the triad, maximization of perceived customer value cannot be reached.</p><p>The empirical data, received through market research and personal communication with A. Larsson at IKEA, was analyzed with assistance of the theories. Through market research the factors that perceive customer value are identified, evaluated and ranked. The findings have made it possible to test if the model of price, performance and personalization is ac-curate in accordance to the reality.</p><p>The findings show, in ranked order, that price, quality and distribution activities are the main variables creating customer value in the business-to-business relationship in the kitchen market. The authors found that price and performance are the main drivers behind perceived customer value. Personalization is also considered contributing to customer value, but works more as a motivation factor that is strengthening the business relationship.</p><p>This guides us to the question; what’s in it for you? It is of high importance to understand that customers and groups of customers perceive value in different ways. This leads to that IKEA needs to consider what factors that are in there for you, as a business customer, and how those variables can be improved for a better business relationship.</p>
26

Taking a system view on customer value creation

Åslund, Anna January 2016 (has links)
In Quality Management and Total Quality Management (TQM) customer focus and customer value creation is of importance and in organisations it is of high priority. Quality Management has had an internal focus when it comes to customer value creation but in the 21st century there is a need for an outward orientation and to go beyond the organisational borders. Also an increasing interest in social, societal and environmental issues can be seen, for instance by customers, organisations, quality awards and within the quality area. An area that considers these issues is the societal entrepreneurial sector.   The purpose of this thesis has been to contribute to the knowledge and understanding about customer value creation from a system view. Additionally the purpose has been to contribute to the development of Quality Management. In order to fulfil the purpose, case studies have been performed. Cases within the societal entrepreneurial area have been studied and seven studies have been performed. Data have been collected through interviews, direct observations, participating observations and documents. All data have been collected empirically except in one study where a literature case study was used. The data were analysed through tools such as process mapping, attribute value mapping and rich picture process maps combined with analytical methods for case study research. The research journey started out from TQM and an internal perspective on customer value creation. As the studies went on, the system borders became wider as other areas important to customer value creation were identified: the customer value creating system went from an internal perspective to include an external perspective.    The findings contribute to earlier research findings and give a comprehensive and simplified picture of a complex phenomenon and an opportunity to understand customer value creation from a system view. This thesis provides an overall map of the customer value creating system. Additionally it contributes to the development of Quality Management by expanding the view on customer value creation to include both an internal and an external oriented perspective. It also contributes by suggesting a fifth step in the quality management movement ´System Quality Management´ that considers social, societal and environmental factors through continuous improvement before, during and after value creation for customers. Further it contributes with a developed view on customers and the concept of customer value creation.   The overall map provided includes three areas. Growth and development of societal entrepreneurial initiatives. The result shows important components for the creation of societal value based on the growth and development of societal entrepreneurial initiatives. Included are the processes, input and output important for societal value creation from unidentified needs until societal value can be delivered, management process and support process fields.  Customer value creation in the customer sphere.  Customer value has been found to be created beyond the use or purchase of a product or service. Value has also been found to be created for those that are not in direct contact with an initiative or its product or service. Customer value has been found to spread into society like ripples in a complex system of value creation. And Value Ripple Logic has been developed to describe this phenomenon. Management role in customer value creation. The management’s role in value creation has been found to be of importance in the creation of customer value in an indirect way through interaction with the surroundings and the initiative.  Factors and behaviours have been found which are connected to the leaders and their essential management processes along with their input and output.   The findings presented in this thesis have considerable potential for development. Further studies need to be done within the area concerning how customer value is created and to achieve an even more comprehensive picture of the customer value creating system and the suggested fifth step. The results presented in this thesis are a contribution to the knowledge and understanding about customer value creation from a system view and the development of the Quality Management. / <p>Vid tidpunkten för disputationen var följande delarbeten opublicerade: delarbete 6 accepterat för publicering och delarbete 7 inskickat.</p><p>At the time of the doctoral defence the following papers were unpublished: paper 6 accepted for publication and  paper 7 submitted.</p>
27

Criação de valor para o cliente: um estudo exploratório sobre programas de Key Account Management (KAM) / Customer value creation: an exploratory study on Key Account Management (KAM) programs

Bruno Bordeaux Rego 13 April 2016 (has links)
Nas últimas décadas, a maturidade de alguns mercados, a globalização e o crescente poder de barganha dos clientes aumentam ainda mais a necessidade das empresas em manterem e desenvolverem de forma eficaz seus clientes mais importantes. Neste contexto, ganham relevância os programas de Key Account Management (KAM), iniciativas corporativas que tratam de forma especial os clientes mais importantes do fornecedor. Para obter o desempenho financeiro superior, o programa de KAM precisa criar valor para o cliente para posterior apropriação de valor pelo fornecedor. Contudo, a maioria dos estudos enfatiza a apropriação de valor pelo fornecedor, porém poucas pesquisas investigam a criação de valor para o cliente em programas de KAM. Além disso, a maioria das pesquisas em marketing de relacionamento ainda foca muito nos impactos positivos do relacionamento. Dessa forma, é importante analisar empiricamente como é a implementação da criação de valor para o cliente em programas de KAM, identificando as principais dimensões e os fatores críticos. O objetivo do presente estudo é analisar o processo de criação de valor para o cliente em programas de Key Account Management (KAM) e propor um modelo de criação de valor para o cliente segundo a perspectiva da empresa fornecedora. As análises e o modelo são elaborados a partir de um processo de investigação abdutiva, ou seja, a combinação entre a fundamentação teórica sobre o conceito de valor e programas de KAM e a análise de conteúdo de 22 entrevistas em profundidade com especialistas em programas de KAM, profissionais de marketing/vendas que trabalham por pelo menos cinco anos com programas de KAM em grandes empresas no Brasil. O modelo proposto explica de forma integrada e sistemática como é a criação de valor para o cliente em programas de KAM segundo cinco dimensões (Desenvolvimento de relacionamentos; Entendimento dos direcionadores de valor; Desenvolvimento da proposta de valor; Comunicação da proposta de valor; e mensuração de valor), quatro moderadores (Orientação relacional do cliente; Formalização do programa de KAM para o cliente; Abordagem do fornecedor: \"orientada ao cliente\" vs. \"orientar o cliente\"; e Fit estratégico entre o fornecedor e o cliente) e três riscos (Não entrega do valor básico para o cliente; Rotatividade do Key Account Manager; e Sentimento de injustiça do cliente). Contribui-se com a teoria sobre o tema, ao incluir uma dimensão específica no modelo para desenvolvimento de relacionamentos do nível da díade (organização-organização) e indivíduo (funcionário-funcionário), e ao abordar não somente aspectos positivos do relacionamento, mas também os aspectos negativos (ou riscos da criação de valor para o cliente). Contribui-se também para a prática, ao prover uma visão mais ampla, sistemática e integradora dos diversos elementos da criação de valor para o cliente aos executivos das empresas que possuem programas de KAM, e ao recomendar práticas organizacionais que servem como guias para a tomada de decisão dos gestores de programas de KAM. Ademais, como a parte empírica do estudo é baseada no contexto brasileiro, amplia-se o conhecimento sobre KAM no Brasil. Por fim, apresentam-se as limitações do estudo com a agenda de pesquisas futuras / In recent decades, with the maturity of some markets, globalization and increasing power of the customers is becoming more important for the companies to maintain and develop effectively their most important customers. In this context, increases the relevance of Key Account Management (KAM) programs, a corporate initiative that performs special treatment to the most important supplier\'s customers. To obtain the superior financial performance, the KAM program improves the customer value creation for the value appropriation by the supplier. However, the majority of studies emphasize the value appropriation by the supplier, but few researches investigate the customer valuer creation on KAM programs. In addition, most of relationship marketing research still focuses much on the positive impacts of the relationship. Thus, it is important to empirically analyze how the implementation of customer value creation on KAM programs, identifying the main dimensions and the critical factors. The aim of this study is to analyze the customer value creation process on Key Account Management programs (KAM) and to propose a model of customer value creation from the supplier perspective. The analysis and the model are made through an abductive research process that combines the theoretical framework of the value concept and KAM programs, and content analysis of 22 in-depth interviews with experts on KAM programs, marketing or sales professionals who work for at least five years with KAM programs in large companies in Brazil. The proposed model explains in an integrated and systematic way the customer value creation on KAM programs according to five dimensions (Relationships development; Value drivers understanding; Value proposition development; Value proposition communication; and Value measurement), four moderators (Customer relational orientation; Formalization of the KAM program for the customer; Supplier approach: \"customer driven\" vs. \"customer driving\"; and strategic fit between the supplier and the customer) and three risks ( Not delivering the basic customer value; the Key Account Manager turnover; and Perceived injustice by the customer). The study contributes to the KAM theory through the inclusion of a specific dimension for the development of dyad relationships (organization-organization) and individual relationships (employee-employee) in the model, and through not only addressing the positive aspects of the relationship, but also the negatives (or customer value creation risks). It contributes also to the practice by providing a broader, systematic and integrating view of the several elements of customer value creation to executives of companies that have KAM programs, and recommending organizational practices that can be drivers for the decision making of KAM programs managers. Moreover, as the empirical part of the study is based in the Brazilian context, it broadens the knowledge of KAM in Brazil. Finally, we present study limitations with the future research agenda
28

Criação de valor para o cliente: um estudo exploratório sobre programas de Key Account Management (KAM) / Customer value creation: an exploratory study on Key Account Management (KAM) programs

Rego, Bruno Bordeaux 13 April 2016 (has links)
Nas últimas décadas, a maturidade de alguns mercados, a globalização e o crescente poder de barganha dos clientes aumentam ainda mais a necessidade das empresas em manterem e desenvolverem de forma eficaz seus clientes mais importantes. Neste contexto, ganham relevância os programas de Key Account Management (KAM), iniciativas corporativas que tratam de forma especial os clientes mais importantes do fornecedor. Para obter o desempenho financeiro superior, o programa de KAM precisa criar valor para o cliente para posterior apropriação de valor pelo fornecedor. Contudo, a maioria dos estudos enfatiza a apropriação de valor pelo fornecedor, porém poucas pesquisas investigam a criação de valor para o cliente em programas de KAM. Além disso, a maioria das pesquisas em marketing de relacionamento ainda foca muito nos impactos positivos do relacionamento. Dessa forma, é importante analisar empiricamente como é a implementação da criação de valor para o cliente em programas de KAM, identificando as principais dimensões e os fatores críticos. O objetivo do presente estudo é analisar o processo de criação de valor para o cliente em programas de Key Account Management (KAM) e propor um modelo de criação de valor para o cliente segundo a perspectiva da empresa fornecedora. As análises e o modelo são elaborados a partir de um processo de investigação abdutiva, ou seja, a combinação entre a fundamentação teórica sobre o conceito de valor e programas de KAM e a análise de conteúdo de 22 entrevistas em profundidade com especialistas em programas de KAM, profissionais de marketing/vendas que trabalham por pelo menos cinco anos com programas de KAM em grandes empresas no Brasil. O modelo proposto explica de forma integrada e sistemática como é a criação de valor para o cliente em programas de KAM segundo cinco dimensões (Desenvolvimento de relacionamentos; Entendimento dos direcionadores de valor; Desenvolvimento da proposta de valor; Comunicação da proposta de valor; e mensuração de valor), quatro moderadores (Orientação relacional do cliente; Formalização do programa de KAM para o cliente; Abordagem do fornecedor: \"orientada ao cliente\" vs. \"orientar o cliente\"; e Fit estratégico entre o fornecedor e o cliente) e três riscos (Não entrega do valor básico para o cliente; Rotatividade do Key Account Manager; e Sentimento de injustiça do cliente). Contribui-se com a teoria sobre o tema, ao incluir uma dimensão específica no modelo para desenvolvimento de relacionamentos do nível da díade (organização-organização) e indivíduo (funcionário-funcionário), e ao abordar não somente aspectos positivos do relacionamento, mas também os aspectos negativos (ou riscos da criação de valor para o cliente). Contribui-se também para a prática, ao prover uma visão mais ampla, sistemática e integradora dos diversos elementos da criação de valor para o cliente aos executivos das empresas que possuem programas de KAM, e ao recomendar práticas organizacionais que servem como guias para a tomada de decisão dos gestores de programas de KAM. Ademais, como a parte empírica do estudo é baseada no contexto brasileiro, amplia-se o conhecimento sobre KAM no Brasil. Por fim, apresentam-se as limitações do estudo com a agenda de pesquisas futuras / In recent decades, with the maturity of some markets, globalization and increasing power of the customers is becoming more important for the companies to maintain and develop effectively their most important customers. In this context, increases the relevance of Key Account Management (KAM) programs, a corporate initiative that performs special treatment to the most important supplier\'s customers. To obtain the superior financial performance, the KAM program improves the customer value creation for the value appropriation by the supplier. However, the majority of studies emphasize the value appropriation by the supplier, but few researches investigate the customer valuer creation on KAM programs. In addition, most of relationship marketing research still focuses much on the positive impacts of the relationship. Thus, it is important to empirically analyze how the implementation of customer value creation on KAM programs, identifying the main dimensions and the critical factors. The aim of this study is to analyze the customer value creation process on Key Account Management programs (KAM) and to propose a model of customer value creation from the supplier perspective. The analysis and the model are made through an abductive research process that combines the theoretical framework of the value concept and KAM programs, and content analysis of 22 in-depth interviews with experts on KAM programs, marketing or sales professionals who work for at least five years with KAM programs in large companies in Brazil. The proposed model explains in an integrated and systematic way the customer value creation on KAM programs according to five dimensions (Relationships development; Value drivers understanding; Value proposition development; Value proposition communication; and Value measurement), four moderators (Customer relational orientation; Formalization of the KAM program for the customer; Supplier approach: \"customer driven\" vs. \"customer driving\"; and strategic fit between the supplier and the customer) and three risks ( Not delivering the basic customer value; the Key Account Manager turnover; and Perceived injustice by the customer). The study contributes to the KAM theory through the inclusion of a specific dimension for the development of dyad relationships (organization-organization) and individual relationships (employee-employee) in the model, and through not only addressing the positive aspects of the relationship, but also the negatives (or customer value creation risks). It contributes also to the practice by providing a broader, systematic and integrating view of the several elements of customer value creation to executives of companies that have KAM programs, and recommending organizational practices that can be drivers for the decision making of KAM programs managers. Moreover, as the empirical part of the study is based in the Brazilian context, it broadens the knowledge of KAM in Brazil. Finally, we present study limitations with the future research agenda
29

Investigating the elements of Customer Value Creation in a Circular Business Model : A case of a Swedish startup

Gopal Jayashree, Anirud, Ravindran, Yogeshwaran January 2020 (has links)
The circular economy and its implications on businesses have been an area of interest for researchers and firms alike. The transition has been a rough one, but many firms are moving towards sustainable practices these days, if not circular.  One of the major challenges that lie within the circular economy and circular business models is that there is very little or partial understanding of how value can be created for a customer within this realm. Moreover, complications arise when fragmented elements drive the idea behind customer value creation in a circular business model setting.     Therefore, in order to study and understand more about this concept, we performed qualitative case-study research with the help of a Swedish start-up. Our interviews included 7 actors: 2 from the case company, and 5 of their customers. An established customer value creation framework was adopted to analyze and compare with the findings from our study. This framework consists of 4 components, Functional/Instrumental value, Experiential/Hedonic Value, Cost/Sacrifice value, and Symbolic/Expressive value. Keeping this framework as the foundation for our study and by using thematic analysis, the empirical data collected was analyzed and changed to categories, initial codes, and final codes which has overarching themes from the framework used.   Firstly, the findings of the study indicate that there were a lot of similarities and differences between the opinions of the firm for value proposition and the opinion of the customers for value creation. Secondly, it indicates that each element has a unique contribution to the overall phenomenon of customer value and finally it indicates the importance for companies to focus on each element individually. We highlight in our study how each element in the framework is connected to the drivers of satisfaction to generate customer satisfaction.
30

Grönt värdeskapande : En kvalitativ studie om att skapa och förmedla gröna värden inom e-handeln

Broström, Viktor, Martinez, Elena January 2021 (has links)
The impending climate crisis has raised expectations of companies green marketing, at the same time the digital development and the corona pandemic have shifted consumers buying behavior more towards companies’ e-commerce platforms. The underlying problem behind the study is that companies need to create green value that is perceived as real by their consumers and does not generate a negative effect or is misinterpreted for greenwash. Thus, it is important for companies to create real green value ​​for their consumers via their e-commerce platform that in the long run will contribute to profitability, competitiveness and a more environmentally friendly planet. The purpose of the study is to contribute to an increased understanding of how companies in the Swedish retail business can create and convey green value ​​for consumers via their e-commerce platform. The study uses a qualitative multi-case study where data is collected through interviews from five Swedish retail companies. The empirical data was analyzed through a theoretical framework based on the theories of Customer Value Proposition (CVP) and E-commerce Marketing Mix. The study finds that green value ​​should be combined with other more basic values ​​that are crucial for a purchasing decision, where the green value is then perceived as more real. It could also be stated that green value creation differs between companies because it is based on their customer group and the product categories they offer. Thereby, companies start from the consumer's subjective perception in order to understand how they should act in their value creation. Regarding the conveying of green value, it could be stated that companies' messages are perceived as more credible if they are transparent in their communication. Finally, the study presents three elements that companies should consider in their green value creation; (1) that green value ​​can become more autonomous and offer a direct effect that fills the consumer’s needs, (2) to educate and inform consumers to influence their subjective perception of the green value ​​and, (3) to be transparent to show how green value is created as well as what needs to be improved, thereby reducing greenwash.

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