Advertisement

Customer Perceived Value—A Key in Marketing of Integrated Solutions

  • Nina HelanderEmail author
  • Virpi Sillanpää
  • Vilma Vuori
  • Olavi Uusitalo
Conference paper
  • 2.4k Downloads
Part of the Springer Proceedings in Business and Economics book series (SPBE)

Abstract

Value creation and value perception are essential concepts for a marketer—if you understand what kind of value should be created for the customer you have an edge over your competitors. The customer perceived value is not, however, an easy task to understand. It is especially complicated in case of integrated solutions, which are usually highly complex entities for customer to buy. In this paper, we examine the marketing of integrated solutions where high-technology components play a key role, paying special attention to customer value perception. In the paper, we argue that the understanding of customer value perception is remarkable in integrated solutions context and the best way to get a hold of it is through effective value analytics. We base our argumentation on an empirical case study of a company producing complex integrated solutions for their industrial customers.

Keywords

Value creation Value perception Integrated solution b2b Case study 

References

  1. Berry, L.L., and M.S. Yadav. 1996. Capture and communicate value in the pricing of services. Sloan Management Review (Summer), 41–51.Google Scholar
  2. Bourguignon, A. 2005. Management accounting and value creation: the profit and loss of reification. Critical Perspectives on Accounting 16: 353–389.CrossRefGoogle Scholar
  3. Bowman, C., and V. Ambrosini. 2000. Value creation versus value capture: Towards a coherent definition of value in strategy. British Journal of Management 11: 1–15.CrossRefGoogle Scholar
  4. Brady, T., A. Davies, and D. Gann. 2005. Creating value by delivering integrated solutions. International Journal of Project Management 23: 360–365.CrossRefGoogle Scholar
  5. Davies, A., T. Brady, and M. Hobday. 2006. Charting a path toward integrated solutions. MIT Sloan Management Review 47 (3): 39–48.Google Scholar
  6. Ford, D., and R. McDowell. 1999. Managing business relationships by analyzing the effects and value of different actions. Industrial Marketing Management 28: 429–442.CrossRefGoogle Scholar
  7. Gummerus, J. 2013. Value creation processes and value outcomes in marketing theory: Strangers or siblings? vol. 13, 19–46.Google Scholar
  8. Helander, N. 2004. Value-creating networks: an analysis of the software component business. Acta Universitatis Ouluensis, G Oeconomica 16, Oulu: University of Oulu.Google Scholar
  9. Lapierre, J. 2000. Customer-perceived value in industrial contexts. Journal of Business and Industrial Marketing 15 (2/3): 122–140.CrossRefGoogle Scholar
  10. Lepak, D., K. Smith, and M. Taylor. 2007. Value creation and value capture: A multilevel perspective. Academy of Management Review 32 (1): 180–194.CrossRefGoogle Scholar
  11. Parolini, C. 1999. The value net. A tool for competitive strategy. Wiley.Google Scholar
  12. Patton, M. 1987. How to use qualitative methods in evaluation. California: Sage.Google Scholar
  13. Ravald, A., and C. Grönroos. 1996. The value concept and relationship marketing. European Journal of Marketing 30 (2): 19–30.CrossRefGoogle Scholar
  14. Slater, S.F. 1997. Developing a customer value-based theory of the firm. Journal of the Academy of Marketing Science 25 (2): 162–167.CrossRefGoogle Scholar
  15. Ulaga, W., and S. Chacour. 2001. Measuring customer-perceived value in business markets a prerequisite for marketing strategy development and implementation. Industrial Marketing Management 30: 525–540.CrossRefGoogle Scholar
  16. Walter, A., T. Ritter, and H.G. Gemünden. 2001. Value creation in buyer-seller relationships. Industrial Marketing Management 30 (4): 365–377.CrossRefGoogle Scholar

Copyright information

© Springer International Publishing AG 2017

Authors and Affiliations

  • Nina Helander
    • 1
    Email author
  • Virpi Sillanpää
    • 1
  • Vilma Vuori
    • 3
  • Olavi Uusitalo
    • 2
  1. 1.Information Management and LogisticsTampere University of TechnologyTampereFinland
  2. 2.Industrial ManagementTampere University of TechnologyTampereFinland
  3. 3.Department of ManagementUniversity of VaasaVaasaFinland

Personalised recommendations