Examining the Firm's Value Creation Process: A Managerial Perspective of the Firm's Value Offering Strategy and Performance

By Aron O'Cass, Liem Viet Ngo. 2011

201 citations recorded by the source corpus.

The primary pursuit of any business is to understand what customers value and to create that value for them. While customers are the final arbiter of value, it is the firm's role to explore, interpret and deliver value based on what they believe customers are seeking. Based on this premise we adopt the firm's perspective on value creation to extend both Bowman and Ambrosini's theoretical framework and the work of DeSarbo, Jedidi and Sinha and focus on two issues. The first is the strategic emphasis firms place on the design and delivery of their value offering. The second is the extent the firm's value offering explains performance differentials at the customer-centric performance level. We present a conceptual model of how firms gain positional advantage via their value offering and the realized outcomes they achieve. We present two approaches to modelling the firm's value offering (type II and type IV models) and articulate the theoretical underpinnings and results for these models. Our results validate the conceptualization of the firm's value offering and suggest that creating superior value offerings enables firms to achieve superiority in customer-centric performance.

Subfields: Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/66dbbd70ac2e63b5b283464d7121b0fbfdce275b

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Citations in the corpus

Determinants of financial performance of Islamic banks: An intellectual capital perspective (2017, background): “The primary pursuit of any business is to create and maintain value (O'Cass and Ngo, 2011).”
Assessing customers' perceived value of the online channel of multichannel retailers: A two country examination (2015, background): “tisfaction and online channel loyalty intentions It is now widely recognized that customer perceived value is a powerful force in high velocity, competitive markets (O’Cass and Ngo, 2011; Ostrom et al., 2015) and that firms that can create value possess an underlying competitive advantage (Woodruff,”
Deconstructing the Way in which Value Is Created in the Context of Social Entrepreneurship (2018, unknown): “It may help social entrepreneurs to formulate better their value proposition (O’Cass and Ngo 2011) and develop knowledge on the interaction needed between the social organization and the targeted community.”