When companies go international some factors present in the host country act like forces that might drive the company to standardize or adapt its strategies. The choices between to standardize or to adapt to local needs are of a great importance, since it can have significant impact in the company’s performance in the foreign market. In this paper these forces are characterized in country specific and industry specific factors. The aim of this study is to investigate the influence of external factors in the customers’ value creation in a new foreign market, under standardization and adaptation strategies. In order to fulfill the purpose of the paper, a qualitative research was conducted using a single case study of a Swedish SME, focusing on a single product, namely machine guarding, in connection with one foreign market, Brazil. The study shows that the factors that were most influenced in the customers’ value creation were social/cultural aspects and competition, which tend to lead the company to adapt in order to fulfill local needs and to react to the competitiveness. It was also presented that economic factors and market size did not represent any influences in the standardization or adaptation strategies of the company studied. However, other external factors, as technological, political/legal and industry structure, have shown impact to some degree, whether in adaptation or standardization strategies.

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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>

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

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

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.

I Sverige har vi flera stora idrottsevenemang som var för sig lockar tiotusentals deltagare varje år. Arrangörerna av dessa idrottsevenemang har i uppgift att leva upp till varje deltagares (kunds) förväntningar och tillfredsställa deras behov. Kundvärde är ett centralt begrepp inom både kvalitetsutveckling och marknadsföring och kundvärdeskapande anses vara en viktig framgångsfaktor för alla organisationer. Inte minst i framtiden då konsumenterna allt mer vill vara med och utforma produkterna de köper. Syftet med studien var att uppnå ökad förståelse för kundvärdeskapande inom idrottsevenemang genom att undersöka hur arrangörer arbetar idag och vill arbeta i framtiden för att främja ett högt upplevt kundvärde hos sina deltagare. Empiri samlades in genom fem intervjuer med arrangörer av idrottsevenemang. Analys av datamaterialet visade att arrangörerna som ingick i studien idag använder strategier och aktiviteter inom 12 olika teman med syfte att främja ett högt upplevt kundvärde. Efter analys drogs slutsatsen att arrangörerna idag erbjuder sina deltagare möjlighet till samskapande av kundvärde framförallt genom att tillföra de tre förutsättningarna dialog, riskbedömning och transparens. Inför framtiden identifierades tre områden för fortsatt utveckling och förbättring kring kundvärdeskapande: utökad/differentierad dialog med deltagarna, fler samarbeten och ett tydligt socialt ansvar samt att ge deltagarna mer mandat att vara med och driva utveckling och vara delaktiga i utformningen av evenemangen. / In Sweden we have several major sports events and each of them attracts tens of thousands of participants each year. The organizers of these sporting events have the task of meeting the expectations of each participant (customer) and satisfy their needs. Customer value is a key concept in both Total Quality Management (TQM) and marketing and customer value creation is considered an important success factor for all organizations. Not least in the future when consumers increasingly want to be involved in designing the products they buy. The aim of the study was to achieve increased understanding of customer value creation in sports events by examining how organizers work todayand want to work in the future to promote a high level of customer value for their participants. Data was collected through five interviews with organizers of sports events. Analysis of the data showed that the organizers today use strategies and activities within 12 different themes with the aim of promoting a high level of customer value. A conclusion from the analysis was that organizers today offer their participants the opportunity to co-create customer value by adding the three building blocks dialogue, risk assessment and transparency. For future improvements and continued development in customer value creation three areas were identified: expanded/differentiated dialogue with participants, more collaborations and clear social responsibility and giving participants more mandate to participate in development and participate in the design of the events. / <p>2018-06-27</p>