Relevant bibliographies by topics / Customer value

Academic literature on the topic 'Customer value'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Customer value"

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Lohonauman, Hans. "IPTEKS PERHITUNGAN COSTUMER LIFETIME VALUE." Jurnal Ipteks Akuntansi Bagi Masyarakat 4, no. 1 (July 17, 2020): 19. http://dx.doi.org/10.32400/jiam.4.1.2020.29236.

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Everyone has a goal to make high profitsin business,. Therefore, every entrepreneur requires value that need to be maintained. This value gives a good attitude to the customers to build a long-term relationship. One of the factors that determine the success of a business is the customers. Customer lifetime value should be noticed by the entrepreneur since it becomes a ways to measure customer's profitability, to analyze marketing, and it is also can be used to create a mindset in running a business. Customer Lifetime Value (CLV) also can create the customer loyalty which can impact for profitability.
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Medberg, Gustav, and Kristina Heinonen. "Invisible value formation: a netnography in retail banking." International Journal of Bank Marketing 32, no. 6 (August 26, 2014): 590–607. http://dx.doi.org/10.1108/ijbm-03-2014-0041.

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Purpose – The purpose of this paper is to explore value formation in the customer-bank relationship outside the line of visibility of service encounters. The customer's own context has been overlooked by the bank marketing literature as it is traditionally focused on value created by the service process and outcome. Design/methodology/approach – Positioned within the customer dominant logic, a netnography was conducted to explore how bank relationships are realised in customers’ own contexts and experiences. A total of 579 postings from discussions of retail banking in 18 online communities were collected and analysed. Findings – The study uncovered four factors of invisible bank service value experienced by customers: shared moral value, responsibility value, relationship value, and heritage value. Research limitations/implications – The study conceptualises bank service value as realised in the customers’ own contexts and thus highlights previously hidden sources of value in banking. The findings can be used for further conceptualisations of the customer dominant value formation of bank services. Practical implications – The netnographic method illustrates how naturalistic data about customers’ retail bank experiences can be retrieved unobtrusively. The findings help bank management to understand what comprises customer value beyond the service encounter. Originality/value – The paper contributes to the research in service marketing and bank marketing in three ways: first, a methodological contribution is the introduction of a netnographic approach to bank service value research. Second, a theoretical contribution is the uncovering of invisible value formation in the customer-bank relationship. Third, the paper uses the customer dominant logic in a banking context, thus providing insights into how banks are involved in the customer's own life.
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Ellway, Benjamin Piers William, and Alison Dean. "Habitus as a value lens to link customer engagement and value cocreation." Journal of Service Theory and Practice 30, no. 1 (March 20, 2020): 57–77. http://dx.doi.org/10.1108/jstp-04-2019-0093.

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PurposeThis paper uses practice theory to strengthen the theoretical relationship between customer engagement (CE) and value cocreation (VCC), thereby demonstrating how customers may become engaged and remain engaged through VCC practices.Design/methodology/approachThe study adopts a problematization approach to identify shared assumptions evident in service-dominant logic (SDL) and CE research. Practice theory, as a higher-order perspective, is used to integrate the iterative and cyclical processes of VCC and CE, specifically through the theoretical mechanism of habitus.FindingsHabitus acts as a customer value lens and provides a bridging concept to demonstrate how VCC and CE are joined via sensemaking processes. These processes determine how customers perceive, assess, and evaluate value, how they become engaged through VCC, and how their experience of engagement may lead to further VCC practice. The temporally bound experiences, states, and episodes are accumulated and aggregated through an enduring customer value lens comprised of habituated dispositions, interests, and attitudes.Research limitations/implicationsThis work responds to calls for research to strengthen the theoretical link between VCC and CE and to take account of customers' lived realities and their contextualized experiences. A key suggestion for future research is the use of a rope metaphor to stimulate thinking about the complex, temporally unfolding, and interrelated processes of VCC and CE.Practical implicationsThe customer value lens and CE rope are introduced to simplify the complex, abstract, theoretical research on VCC and CE for a nonacademic audience. To understand how customers' value lenses are formed and change, and how a CE rope is strengthened, firms, service designers, and practitioners need to understand sensemaking processes through customer narratives and to use platforms and feedback to support and trigger sensemaking.Originality/valueThis paper provides a theoretical mechanism to explain the iterative and cyclical nature of VCC and CE processes and how accumulation and aggregation occur in these processes. In doing so, it demonstrates that CE occurs by virtue of, and is typified by, sensemaking processes that reproduce and shape a customer's habituated value lens, which perceives, assesses, and determines VCC and thus provides a basis for further customer engagement.
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Sudiyono, Kristianus Ade, Prio Utomo, and Claudia Severesia. "Effect of Customer Experience and Customer Value Towards Customer Loyalty and Satisfaction on B2B Food and Beverage Sector." Journal of Business and Management Review 3, no. 9 (September 27, 2022): 627–40. http://dx.doi.org/10.47153/jbmr39.4552022.

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This study aims to study the effect of customer experience and value on customer loyalty and satisfaction in B2B industry which researchers limitedly discussed. The organization needs to implement customer experience management to create value for customers' purchase intention and win the market competition. One essential key to maintaining customer loyalty is good customer experience management. The elements of customer experience management consist of customer experience, customer value, and purchase intention. The research is cross-sectional quantitative research. An online survey using Google Form was carried out using the purposive sampling technique in 2021 and obtained 85 valid respondents who are corporate customers of a food and beverage manufacturing company located in Tangerang. Respondents were asked 23 closed ended on five scales Likert: strongly disagree to strongly agree. Data were analyzed using PLS-SEM (Partial Least Square – Structural Equation Model. The result shows that customer experience significantly affects customer value, loyalty, and satisfaction. Customer value significantly affects customer loyalty but is not significant to customer satisfaction. Customer experience involves the customer's response to the customer's journey. However, the nature of customer experience is quite complicated; therefore, measurement of customer satisfaction and customer loyalty is used more often. Customer value is related to the company’s product excellence, which has a long-term effect resulting in customer loyalty. Therefore, organizations need to focus on building customer experience management and long-term customer value.
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Galli, Brian J. "The Value of Marketing in Project Environments from Three Key Perspectives." International Journal of Service Science, Management, Engineering, and Technology 10, no. 1 (January 2019): 1–18. http://dx.doi.org/10.4018/ijssmet.2019010101.

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Marketing is a tool that can prove to be very valuable to many different areas of business; it has impacts on several different areas, but it is important to analyze the relationships that technical marketing has with three key areas, those being: the voice of the customer, technology, and new product development. In any marketing investment, it is important to identify the target customer, collect the information about the customer and what the customer's want. The company could use “voice customer” to understand the needs and wants of customers. Understanding and realizing the customer's needs and requirements have been recognized an unavoidable challenge for a company. The poor understanding of the customers' need and the inaccurate assumption for the questionnaire will lead to a negative implication on product's design and quality, and will also lead to more cost and time.
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Heinonen, Kristina, Tore Strandvik, and Päivi Voima. "Customer dominant value formation in service." European Business Review 25, no. 2 (March 1, 2013): 104–23. http://dx.doi.org/10.1108/09555341311302639.

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PurposeThe purpose of this paper is to extend current discussions of value creation and propose a customer dominant value perspective. The point of origin in a customer‐dominant marketing logic (C‐D logic) is the customer, rather than the service provider, interaction or the system. The focus is shifted from the company's service processes involving the customer, to the customer's multi‐contextual value formation, involving the company.Design/methodology/approachValue formation is contrasted to earlier views on the company's role in value creation in a conceptual analysis focusing on five central aspects. Implications of the proposed characteristics of value formation compared to earlier approaches are put forward.FindingsThe paper highlights earlier hidden aspects on the role of a service for the customer. It is proposed that value is not always an active process of creation; instead, value is embedded and formed in the highly dynamic and multi‐contextual reality and life of the customer. This leads to a need to look beyond the line of visibility focused on visible customer‐company interactions, to the invisible and mental life of the customer. From this follows a need to extend the temporal scope, from exchange and use even further to accumulated experiences in the customer's life and ecosystem.Research limitations/implicationsThis paper is conceptual. It discusses and presents a customer‐dominant value perspective and suggests implications for empirical research and practice.Practical implicationsAwareness of the mechanism of the customer value formation process provides companies with new insight on the service strategy, service design and new service innovations.Originality/valueThe paper contributes by extending the value construct through a new customer dominant value perspective, recognizing value as multi‐contextual and dynamic based on customers' life and ecosystem. The findings mark out new avenues for future research.
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Jensen, Barbara, Fatima Annan-Diab, and Nina Seppala. "Exploring perceptions of customer value." European Business Review 30, no. 3 (May 14, 2018): 246–71. http://dx.doi.org/10.1108/ebr-09-2015-0104.

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PurposeThe purpose of this paper is to develop a framework that describes and explains how corporate social responsibility (CSR) initiatives are perceived by customers and links customer perception to the notion of customer value perception. To explore customer value conception firstly, the perception of CSR initiatives is investigated; secondly, indications for the value-enhancing effects of CSR initiatives are studied, and finally, the varying effects which different value categories can have on customer attitudes and behaviour are extracted.Design/methodology/approachThe data consists of 12 semi-structured interviews with customers of European telecommunication companies.FindingsThe results suggest that CSR initiatives, when communicated efficiently and considered as relevant by customers, will enhance two customer value categories: the extrinsic self-oriented value defined as efficiency and excellence and the intrinsic other-oriented value pertaining to ethics or spirituality. Enhancement of extrinsic self-oriented value imbeds the potential of CSR initiatives to affect customers’ purchase behaviour and thus strengthen ethical consumerism within the telecommunications industry.Research limitations/implicationsThe main implication for research is a better understanding of the relationship between customer perception and customer value perception in the field of ethical consumerism. Focussing on one industry for the study can be named as a limitation.Practical implicationsAs indicated by the research, results by customers prioritised CSR initiative can affect the customer value perception, mainly the extrinsic/self-oriented value. If the company is aiming to change customer behaviour and to strengthen ethical consumerism, it is important that the customer experience of CSR initiatives improve excellence (quality) and/or efficiency of the product/service.Originality/valueThis paper fulfils an identified need of research on how CSR initiatives can influence consumer behaviour.
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Asiyah, Siti. "CUSTOMER INTIMACY VALUE STRATEGY BY IMPLEMENTING CUSTOMER RELATIONSHIP MANAGEMENT." Journal of Applied Management and Business (JAMB) 1, no. 1 (July 30, 2020): 1–9. http://dx.doi.org/10.37802/jamb.v1i1.58.

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This article talks about a lot of systems to transform customers into resources proposed for organizations while making faithful customers. The technique that is the focal point in this article is customer Relationship Management (CRM). This is on the grounds that without a CRM system, organizations neglect to reap the advantages of CRM. CRM is fundamentally significant for the organization's future. CRM innovation empowers organizations to all the more likely comprehend customer conduct, foresee their conduct later on, give altered customer encounters, and assemble long haul customer connections. Nonetheless, given that CRM is just restricted by innovation it will be a serious mix-up for the organization. Organizations can't give excellent customer worth, administration and experience just by putting resources into CRM innovation. This article depicts customer life cycle the executives and proposes an all encompassing system for customer life cycle the board. This section finishes by examining methodologies for transforming customers into resources and making satisfied customers.
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Keiningham, Timothy, Lerzan Aksoy, and Fabienne Cadet. "Operationalizing Relative Customer Value." Journal of Creating Value 3, no. 2 (September 4, 2017): 184–92. http://dx.doi.org/10.1177/2394964317721811.

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The construct of “value” has been central to explaining economic exchange since the time of Adam Smith. Despite its central importance, debate still exists as to what value entails. Absent a comprehensive understanding of value, researchers and managers have grappled with how to measure and manage value. Not surprisingly, absent a definition, no comprehensive, robust approach has emerged. We argue that value first must be viewed as a dual construct, i.e. value to the customer and value to the firm, that must be balanced to be sustainable. Given that value to the customer is clearly assessed as relative to competitive alternatives, we also argue that any robust measurement of value must account for competitive alternatives. We propose applying recent research on the use of relative metrics in linking to share of category spending as the foundation of assessing value to the customer (particularly since customers in most categories divide their spending across competing firms). This allows firms to assess the monetary value customers’ assign to their offerings, and to estimate changes in this value from different market actions. As value to the firm is ultimately about the net present value of customers’ economic contributions to the firm, this allows firms to balance value to the customer with value to the firm.
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Harrington, Robert J., Michael C. Ottenbacher, and Simon Fauser. "QSR brand value." International Journal of Contemporary Hospitality Management 29, no. 1 (January 9, 2017): 551–70. http://dx.doi.org/10.1108/ijchm-06-2015-0300.

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Purpose This study aims to examine the quick service restaurant (QSR) differentiation in the minds of consumers, customers and non-customers and addresses the use of absolute measures. The study integrated competitive context and customer vs non-customer perceptions to better understand marketing strategies and the impact on customer value. Design/methodology/approach A conceptual framework is provided with marketing strategy, 7Ps, value positioning and outcomes. A survey instrument to assess perceptions of QSR marketing mix dimensions and leading QSR brands as referents was used. The study used exploratory factor analysis, ANOVA and logistic regression to address research questions. Findings The five QSR brands were differentiated by three marketing mix dimensions: quality, convenience and price. Subway and Starbucks customers perceived higher quality than McDonald’s and Burger King. Price separated Starbucks and McDonald’s customers. Overall, QSR customers perceived higher quality and convenience than non-customers. Age group was a predictor of customer membership of QSR overall and McDonald’s. Research limitations/implications The study used participants in Germany and had more respondents identified as McDonald’s customers or referent. Practical implications The quality bundle represents unique resources for each QSR brand. Management teams should use a holistic mindset in considering the quality bundle reputation and how the various attributes support each other. Originality/value Consumers look to three factors for QSR rather than 7Ps: quality, convenience and price. Relative comparisons of perceptions among brands and between customers vs non-customers provided important contributions for QSR marketing mix factors.
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Dissertations / Theses on the topic "Customer value"

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Madeira, Maria João da Costa. "Customer LifeTime Value." Master's thesis, FEUC, 2014. http://hdl.handle.net/10316/27594.

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Relatório de estágio do mestrado em Gestão, apresentado à Faculdade de Economia da Universidade de Coimbra, sob a orientação de Arnaldo Coelho, António Fery Antunes e António Oliveira Antunes.
Este relatório tem por objetivo traduzir o passado em quatro meses de trabalho, o período do meu estágio curricular. O tema escolhido foi o Customer LifeTime Value (CLV), um assunto atual, que tem dado origem a inúmeros estudos conceptuais e empíricos. Com este projeto pretendo mostrar que a empresa onde realizei o meu estágio, Banco Comercial Português, S.A. está cada vez mais preocupada em investir no relacionamento com os seus clientes. Hoje em dia é impossível para setor dos serviços sobreviver sem uma estratégia focada no marketing relacional, em particular pretendo comprovar esta reflexão na instituição onde decorreu o meu estágio. Tendo o próprio conceito de marketing como o ponto de partida, irei começar o meu trabalho explicando as origens do marketing de relacionamento, um conceito focado no cliente e na sua satisfação, com o intuito de o fidelizar. A ideia não é completamente nova, desde as primeiras trocas comerciais reconhecia-se que manter uma relação com um cliente, que não fosse apenas uma simples troca esporádica, seria benéfico para ambas as partes. Assim, os clientes podem beneficiar de eventuais facilidades de pagamento, descontos e acima de tudo, um conhecimento prévio da qualidade do produto, enquanto os comerciantes beneficiam de lucro imediato. Hoje em dia, existem algumas empresas pequenas que conseguiram sobreviver graças à relação que eles têm vindo a construir com seus clientes ao longo dos anos. Em seguida abordarei a temática da lealdade como vínculo inevitável desta área de estudo. Apenas o desenvolvimento de uma relação de proximidade com o cliente por si só não basta, deve existir um esforço da entidade para o conseguir fidelizar, impulsionando nele a lealdade para com a instituição e/ou a marca. Tudo isto serve de base ao tema central deste estudo, o CLV. Investir num relacionamento estável pode dar origem a retornos significativos, adicionalmente ter a capacidade de prever com precisão o valor dos clientes trará inevitavelmente um enorme impacto sobre a capacidade de tomar decisões inteligentes. Esta é a lógica seguida pela metodologia CLV que detalharei. Os resultados obtidos permitem-me dizer que esta é uma empresa bem consciente da importância da área em estudo CLV, uma vez que faz uso de fatores relacionais, implementa-os ativamente na sua formulação estratégica como fontes de vantagem competitiva.
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Vallaud, Thierry. "Estimating potential customer value using customer data : using a classification technique to determine customer value /." Abstract and full text available, 2009. http://149.152.10.1/record=b3077978~S16.

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Thesis (M.S.) -- Central Connecticut State University, 2009.
Thesis advisor: Daniel Larose. "... in partial fulfillment of the requirements for the degree of Master of Science in Data Mining." Includes bibliographical references (leaves 37-39). Also available via the World Wide Web.
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Fang, Er. "Creating customer value through customer participation in B2B markets : a value creation and value sharing perspective /." free to MU campus, to others for purchase, 2004. http://wwwlib.umi.com/cr/mo/fullcit?p3144415.

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Storubleva, Ekaterina, Gregor Milosch, and Christian Neumann. "Volvo Trucks' Customer Value Proposition." Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-9535.

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Title: Volvo Trucks' Customer Value Proposition

Authors: Ekaterina Storubleva, Gregor Milosch, Christian Neumann

Tutor: Erik Hunter

Date: May 2009

Keywords:

Volvo Truck Corporation, truck industry, customer value, value drivers, retail strategy, communication, relationship marketing

Purpose:

The purpose of this thesis is to evaluate the general composition of Volvo Trucks' customer value proposition in Europe and to examine possible ways of enhancing it using Volvo's retailing strategy as a tool.

Background:

The concept of customer value gains more and more importance in modern companies. Firms have to truly understand what their customers expect in order to provide the right products for them.Truck manufacturing is a very cyclical industry, which is why in times of crisis, when trade volumes go down, they need to excel even more in order to maintain good business relations with their customers. Volvo Trucks, one of the world's leading truck producers, has adopted a special retailing strategy, in which it owns strategically important dealerships, in order to improve customer understanding and consequently customer value. This paper discusses in how far they succeed at this.

Method:

The authors followed a triangular approach, combining quantitative and qualitative research. The quantitative part was covered by a communication chain study and a value driver study, both developed by the authors. In the qualitative part, each participant answered ten open questions, which were then used for internal consistency checks and contributed additional thoughts.

Conclusion:

The Volvo Truck Corporation (VTC), by adapting its retail strategy, realized the importance of establishing long-term customer relationships and generating adequate intelligence about customer needs. The company not only incorporated influential elements of relationship marketing but also strives for sustainable improvements in customer-perceived value. However, some conflicts between the stakeholder groups involved have been discovered. The corporation's core values were found to be in line with customer preferences.

In essence, it is crucial for Volvo Trucks to implement the ideas of relationship marketing, establish superior communication channels, and to promote a common understanding of customer value.

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Zubari, Sinem. "Customer Value Of Mobile Services." Master's thesis, METU, 2010. http://etd.lib.metu.edu.tr/upload/12612716/index.pdf.

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Mobile devices are becoming widely common today. As the number of mobile devices continue to grow all around the world, its functionality is extending and mobile technologies are gaining more popularity in every aspect of our life. Today, wide range of mobile services is offered to people. The purpose of our study is examining the customer value of mobile services for individuals or citizens. A value model for mobile services has been proposed with five dimensions: Functional Value, Social Value, Emotional Value, Epistemic Value and Economic Value. The effect on each value dimension on Intention to Use (ITU) is aimed to be determined. A survey instrument for mobile Internet services and short message services (SMS) has been developed to validate the proposed model. After assuring the reliability of instrument with a pilot study, data was collected from 303 people working in information and communication technologies (ICT) sector in Turkey. For analyzing proposed model variance-based structural equation modeling (partial least squares) was used. Before evaluating model, exploratory factor analysis (EFA) was conducted to indentify underlying constructs. Based on EFA results, Functional Value was found to have sub-dimensions namely: Ubiquity Value, Performance Value and Security Value. The measurement model was analyzed using confirmatory factor analysis (CFA). The structural model was analyzed using predictive power. For both mobile Internet and SMS, moderate predictive power has been gathered. Finally, the effect of each value dimension on intention to use (ITU) has been evaluated. Ubiquity Value, Performance Value and Epistemic Value have significant effect on ITU for mobile Internet. On the other hand, Economic Value and Performance Value have significant effect on ITU The indications of this research will be valuable for providing information about customer value of current mobile services.
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Bailey, James Andrew. "Customer learning for value creation." Thesis, University of Nottingham, 2014. http://eprints.nottingham.ac.uk/27763/.

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In value creating contexts, customers often have to be clear about the roles they are required to perform (Kleinaltenkamp et al., 2012; Bitner et al., 1997), and may be required to develop their knowledge and skills in order to participate (Hibbert et al., 2012). This typically necessitates the ability to use and integrate resources in exchange encounters containing social and economic actors (Kleinaltenkamp et al., 2012; Hibbert et al., 2012; Arnould et al., 2006; Sheth and Uslay, 2007) to co-create value for each other (Vargo and Lusch, 2008; Payne et al., 2008). This research adds to the burgeoning literature on customer resource integration that calls for more insights into the roles of customers in creating their own value (Hibbert et al., 2012; Kleinaltenkamp et al., 2012; Arnould et al., 2006). This can help firms to develop an appreciation of the customer value process and design co-creation activities that can support their customers’ capability to create value (Vargo, 2007; Vargo and Lusch, 2004; 2008; Sheth and Uslay, 2007; Prahalad and Ramaswamy, 2004; Payne et al., 2008; Frow et al., 2010). The research has indicated that customers learning styles in do-it-yourself activities reflected learning styles represented in experiential learning theory (ELT) (Kolb, 1984). ELT stipulates that individuals learn by experiencing, reflecting, thinking, and acting. Knowledge is seen as a transformation of experience along two continua: (1) how individuals best grasp experiences (i.e., concrete experience versus abstract conceptualisation), and (2) how individuals best transform experiences (i.e., reflective observation versus active experimentation). The study identified five distinct learning styles adopted by DIY members, which differ along these two continua and are reflective or active-orientated. Adhering to existing typologies, these were labelled as Diverging, Assimilating, Converging, Accommodating, and Balancing styles and helped shape customers’ learning self-management and self-regulation processes and use of learning resources.
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Mehraramolan, Amirreza. "Conceptualizing of value offerings from a customer perspective. Understanding the elements of value and their relationship with customer satisfaction." Thesis, University of Bradford, 2016. http://hdl.handle.net/10454/17171.

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The initial idea for this research is based on the gap that I found in my company performance and specifically in the process of value offering and the relationship with customers. The company has recently faced the challenges of a loss of market share and competitive advantage. The aim of this study is to provide a validated value offering constructs for the company. That is, knowing the customers’ needs, value and preferences better; identifying what kind of value the customers are looking for and improving the value offerings of the company in order to raise customers´ satisfaction. Understanding the priority of value offering elements from customers’ perspective, the nature of customer satisfaction and the relationship between the elements of value offering and customers´ satisfaction are the main objectives. The relevant literature and research related to value offering including its elements, value, perceived value and customer satisfaction are reviewed comprehensively. The methodology used is a case study. Both quantitative and qualitative methods are used for collecting and analysing the data. In qualitative phase, 16 customers were selected for in-depth interviews and for quantitative phase 268 customers who all are dentists responded a survey made up of 24 scales. The result showed that the highest significant element is Price value and also it was revealed in which important parts related to value offering and customer satisfaction the company is performing poorly.
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Martinsson, Kristina, and Gustav Olsson. "Customer value analysis of mass customization." Thesis, Högskolan i Borås, Akademin för textil, teknik och ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-780.

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Research show that customer patterns in the textile industry are changing and the degree of personalization of products is getting more important to meet personal needs and preferences. Mass customization is a strategy named to create higher customer value by customizing products through a close interaction during the design and production process, high production flexibility and efficient logistics. The lack of research on the implementation of mass customization strategies and an identified gap between customer expectations and perception (customer value) of these types of products, are the incentives to conduct this research. The thesis has the purpose of identifying the drivers of customer value of mass customized garments and assess the value chain of the company Brohall & Son from a perspective of mass customization as a strategy, and from the results draw conclusions of customer value aligned with the implementation mass customization strategies. In order to perform the research a quantitative approach, doing a customer value analysis through a self-completion questionnaire, was conducted. Attributes of price, quality, fit, service and delivery capacity were investigated to get an understanding of what drives value for the customers. In addition a qualitative method was used, doing interviews with the CEO of Brohall & Son to gain a deeper understanding of their operations and value chain. The results show that quality, fit, delivery capacity and service are the most important attributes of customer value. Price is the least important attribute and also the least correlated/dependent variable to the rest of the attributes, showing a high willingness to pay for the garments. The analysis of the value chain indicates some areas of improvements regarding logistics, design process and production process. Solutions are brought up to get the value chain to get more aligned with the strategies of mass customization.
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Mödritscher, Gernot J. "Customer value controlling Hintergründe, Herausforderungen, Methode /." Wiesbaden : Gabler, 2008. http://dx.doi.org/10.1007/978-3-8349-9789-0.

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Jeschonnek, Stefan. "Modelling Customer Value A Quantitative Approach /." St. Gallen, 2006. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/03606142001/$FILE/03606142001.pdf.

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Books on the topic "Customer value"

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Henn, Harald. Customer-Value-Implementierung. Wiesbaden: Deutscher Universitätsverlag, 1999. http://dx.doi.org/10.1007/978-3-663-08323-8.

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Zimmermann, Kai, and Frank Pensel. Deep Customer Value. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-17972-4.

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Hofmann, Markus, and Markus Mertiens, eds. Customer-Lifetime-Value-Management. Wiesbaden: Gabler Verlag, 2000. http://dx.doi.org/10.1007/978-3-322-90218-4.

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Crego, Edwin T. Customer-centered reengineering: Remapping for total customer value. Burr Ridge, Ill: Irwin Professional Pub., 1995.

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Manning, Gerald L. Selling today: Creating customer value. 4th ed. Toronto: Pearson Prentice Hall, 2007.

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L, Reece Barry, ed. Selling today: Creating customer value. 9th ed. Upper Saddle River, N.J: Pearson/Prentice Hall, 2004.

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Gust, Eva-Maria. Customer Value Management in Franchisesystemen. Wiesbaden: Deutscher Universitätsverlag, 2001. http://dx.doi.org/10.1007/978-3-663-08322-1.

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Doligalski, Tymoteusz. Internet-Based Customer Value Management. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-09855-5.

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Auge-Dickhut, Stefanie, Bernhard Koye, and Axel Liebetrau. Customer Value Generation in Banking. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-19938-2.

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Manning, Gerald L. Selling today: Creating customer value. 3rd ed. Toronto: Prentice Hall, 2004.

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Book chapters on the topic "Customer value"

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Mishra, Chandra S. "Customer Value." In Getting Funded, 31–54. New York: Palgrave Macmillan US, 2015. http://dx.doi.org/10.1057/9781137384508_2.

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Kelly, Simon, Paul Johnston, and Stacey Danheiser. "Unearthing Customer Value." In Value-ology, 73–90. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-45626-3_4.

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Kleinaltenkamp, Michael. "Customer Value and Customer Selection." In Springer Texts in Business and Economics, 85–108. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-662-43856-5_4.

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Henn, Harald. "Value-Benchmark DaimlerChrysler." In Customer-Value-Implementierung, 281–328. Wiesbaden: Deutscher Universitätsverlag, 1999. http://dx.doi.org/10.1007/978-3-663-08323-8_7.

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Schawel, Christian, and Fabian Billing. "Customer Value Management." In Top 100 Management Tools, 93–95. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-18917-4_24.

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Awa, Hart O. "Customer Value Creation." In Encyclopedia of Corporate Social Responsibility, 740–47. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_167.

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Schawel, Christian, and Fabian Billing. "Customer Value Management." In Top 100 Management Tools, 71–73. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-4105-3_23.

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Kreutzer, Ralf T. "Customer Value Models." In Management for Professionals, 157–73. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-13823-3_6.

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Vignini, Stefania. "Customer Value Creation." In Encyclopedia of Sustainable Management, 1–3. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-02006-4_885-1.

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Gierl, Heribert, and Julia Koncz. "Customer Lifetime Value." In Das Handbuch Direct Marketing & More, 939–56. Wiesbaden: Gabler Verlag, 2002. http://dx.doi.org/10.1007/978-3-322-90220-7_52.

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Conference papers on the topic "Customer value"

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Du, Xuehong, and Mitchell M. Tseng. "Characterizing Customer Value for Product Customization." In ASME 1999 Design Engineering Technical Conferences. American Society of Mechanical Engineers, 1999. http://dx.doi.org/10.1115/detc99/dfm-8916.

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Abstract Product customization has become an important approach to meet individual customers’ needs. One of major challenges in product customization is to assist customers making informed decisions in terms of the company capability and the value-added by customization. The ramification is not only helping customers selecting the most appropriate products but also helping the company to decide what to design and produce. In this paper, taking into consideration of its diversity, customer value can be measured as the quality utility per unit cost, or the ratio of marginal utility and marginal cost. Customer Value Oriented Product Customization (CVOPC) is developed as a systematic process to quantify the quality utility through guiding customers to make customization choices that reflect the balance of customer-valued quality and cost. A modified conjoint analysis is applied to capture the customer’s utility function of quality in terms of specific product features. A case study of designing module power supplies for a telecommunication system is presented.
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Kimita, Koji, Yohei Yoshimitsu, Yoshiki Shimomura, and Tamio Arai. "A Customers’ Value Model for Sustainable Service Design." In ASME 2008 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2008. http://dx.doi.org/10.1115/detc2008-49564.

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To solve the current environmental problems, it is necessary to reconsider the current mass production paradigm and create products of higher value, based largely on knowledge and service content, to compensate for volume reduction under the concept of dematerialization. On the basis of this concept, we propose a new engineering discipline to examine services called ‘Service Engineering’. Service Engineering aims to provide services that generate high customer satisfaction. To achieve this, we have developed methods that allow service designers to design and evaluate the design solution from the viewpoint of the customer. However, customers’ criteria for evaluating services are easily affected by the quality of service that they receive. To ensure a successful relationship with customers, it is necessary to take into account changes in the customers’ criteria in the design stage. From the marketing side, on the other hand, several approaches have been utilized to ascertain such changes. This paper applies the methods proposed from the marketing perspective to service elements from the engineering design perspective. Furthermore, we propose a model to express the changes in a customer’s evaluation criteria that are brought about by the quality of service that the customer received. The proposed method is verified through its application to a practical case.
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Lihua Wu, Lu Liu, and Jing Li. "Evaluating customer lifetime value for customer recommendation." In Proceedings of ICSSSM '05. 2005 International Conference on Services Systems and Services Management, 2005. IEEE, 2005. http://dx.doi.org/10.1109/icsssm.2005.1499450.

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Duan, Zhirong, and Lihui Lin. "Customer acquired assortments and customer lifecycle value." In the 14th Annual International Conference. New York, New York, USA: ACM Press, 2012. http://dx.doi.org/10.1145/2346536.2346582.

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Donaldson, Krista M., Kosuke Ishii, and Sheri D. Sheppard. "Customer Value Chain Analysis." In ASME 2004 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2004. http://dx.doi.org/10.1115/detc2004-57783.

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Customer Value Chain Analysis (CVCA) is an original methodological tool that enables design teams in the product definition phase to comprehensively identify pertinent stakeholders, their relationships with each other, and their role in the product’s life cycle. By performing CVCA, design teams are better able to recognize diverse product requirements and their relative priority for undertaking Product Definition Assessment and downstream Design for X (DfX) tools, such as Quality Function Deployment (QFD) and Failure Modes and Effects Analysis (FMEA). This paper discusses the evolution of the CVCA in response to the need for a DfX tool which is able to delineate customer needs early in the product development process. A step-by-step guide clarifies the implementation of CVCA with an example. Further, three case studies highlight the tool’s broad utility and important features to support design decision-making, including: 1) confirmation of the product’s business model, 2) recognition of the critical stake-holders, and 3) clarification of the value proposition to be embedded in the product.
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Hays, R. Terry. "Customer Focused Value Engineering." In International Congress & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1996. http://dx.doi.org/10.4271/960006.

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Tang, Saili, and Mingli Zhang. "Differences and Impact Factors between Customer Expected Value and Customer Perceived Value." In 2010 International Conference on E-Product E-Service and E-Entertainment (ICEEE 2010). IEEE, 2010. http://dx.doi.org/10.1109/iceee.2010.5661607.

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Han Jieping, Li Jiying, and Fan Wenyan. "Customer lifetime value model based on customer satisfaction." In 2010 2nd International Conference on Information Science and Engineering (ICISE). IEEE, 2010. http://dx.doi.org/10.1109/icise.2010.5690873.

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Cai, Tianxin, Wangyuan Chen, Songxia Li, Hangshuo Qiu, and Jinglei Shang. "Customer Value and Customer Loyalty: Comparison and Application." In 2022 7th International Conference on Financial Innovation and Economic Development (ICFIED 2022). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220307.173.

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Min Li, Tao Li, and Bin Hou. "A study on the relation among customer perceived value, customer satisfaction and customer value of service enterprises." In 2011 International Conference on Computer Science and Service System (CSSS). IEEE, 2011. http://dx.doi.org/10.1109/csss.2011.5974375.

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Reports on the topic "Customer value"

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Fracolli, D. L. The value of information: customer, producer, and vendor perspectives. Natural Resources Canada/ESS/Scientific and Technical Publishing Services, 1994. http://dx.doi.org/10.4095/193901.

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Aldrich, Susan. Where Do We Stand on Customer Value and QCE? Boston, MA: Patricia Seybold Group, March 2002. http://dx.doi.org/10.1571/sa3-14-02cc.

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Seybold, Patricia. How to Prioritize Your Roadmap Using Customer Experience & Value. Boston, MA: Patricia Seybold Group, November 2002. http://dx.doi.org/10.1571/rm11-7-02cc.

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Zhou, C., T. Taylor, Q. Sun, and M. Boucadair. Attribute-Value Pairs for Provisioning Customer Equipment Supporting IPv4-Over-IPv6 Transitional Solutions. RFC Editor, October 2015. http://dx.doi.org/10.17487/rfc7678.

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Hussain, Talia, Laura Santamaria, and Ksenija Kuzmina. Circular market-places: exploring retail fashion circular business models, customer value and participation. University of Limerick, 2021. http://dx.doi.org/10.31880/10344/10216.

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Carpenter, R. L. Jr. Better define your customers facility requirements by optimizing your customers processes with value engineering before conceptual design. Office of Scientific and Technical Information (OSTI), November 1993. http://dx.doi.org/10.2172/10191312.

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Seybold, Patricia. A Call for Accounting Transparency: The Value of Customers and Brands. Boston, MA: Patricia Seybold Group, June 2005. http://dx.doi.org/10.1571/psgp3-28-02cc.

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Jung, Sojin, and Byoungho Jin. Creating Customer Values for the Economic Sustainability of Slow Fashion Brands. Ames: Iowa State University, Digital Repository, November 2015. http://dx.doi.org/10.31274/itaa_proceedings-180814-110.

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Sullivan, M. J., Matthew Mercurio, and Josh Schellenberg. Estimated Value of Service Reliability for Electric Utility Customers in the United States. Office of Scientific and Technical Information (OSTI), June 2009. http://dx.doi.org/10.2172/963320.

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Sullivan, Michael, Josh Schellenberg, and Marshall Blundell. Updated Value of Service Reliability Estimates for Electric Utility Customers in the United States. Office of Scientific and Technical Information (OSTI), January 2015. http://dx.doi.org/10.2172/1172643.

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