Developing superior value propositions: a strategic marketing imperative. Issue 2 (14th April 2014)

• Record Type: Journal Article
• Authors: Payne, Adrian; Frow, Pennie
• Editors: Bo Edvardsson and Professor Philipp Klaus, Professor
• Is Part Of: Journal of service management. Volume 25:Issue 2(2014)
• Page Start: 213
• Page End: 227
• Publication Date: 2014-04-14
• Subjects: Case study -- Strategic marketing -- Value proposition -- Core strategy; Service industries -- Management -- Periodicals; 658.005
• DOI: 10.1108/JOSM-01-2014-0036
• Languages: English
• ISSNs: 1757-5818

Abstract

Abstract : Purpose: – Scholars identify the value proposition as representing the essence of strategy and the firm's single most important organizing principle. However, research suggests less than 10 per cent of companies formally develop value propositions. The purpose of this paper is to undertake case study research investigating the process by which leading companies develop their value propositions. Design/methodology/approach: – The research identifies that the financial services and telecommunications vertical markets are viewed as the highly sophisticated industry sectors in terms of customer management. These industry sectors are selected for investigation. The paper develops case studies of two companies' approaches to developing value propositions in the business-to-business (B2B) and business-to-consumer (B2C) sectors within these vertical markets. Findings: – This paper contributes to the marketing literature by examining how two large and complex service enterprises have adopted structured processes for developing innovative value proposition within the B2B and B2C sectors. The authors argue that innovation in value proposition development represents a substantive opportunity for marketing to reassert its influence in the boardroom. Practical implications: – This case study research provides guidelines of the processes by which enterprises can successfully develop innovative value propositions. Originality/value: – This research is considered to be the first case-based academic exploration of the formal processes by which large organizations develop value propositions.