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Toward a differentiated understanding of the value-creation chain

  • The conventional view of the value-creation chain suggests offering high-value propositions at the product level (in terms of benefits provided by elements of the product) to attain high-value perceptions at the customer level, which should ultimately result in high-value appropriation at the firm level (i.e. relationship, volume, pricing and financial success). This study challenges this view and provides a differentiated understanding of the value creation chain. With a multi-industry sample of 339 companies and a sample of 626 customers to validate managerial assessments, the authors apply a configurational approach to identify whether and to what extent offering high-value propositions at the product level is necessary or sufficient for achieving superior value perceptions at the customer level and high-value appropriation at the firm level. Taking into account the company-internal and company-external environment of the value-creation chain, the study identifies seven value creation chain constellations.

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Metadaten
Name:Kühnl, Christina; Fürst, Andreas
DOI:https://doi.org/10.1111/1467-8551.12206
ISSN:1045-3172
eISSN:1467-8551
Erschienen in:British journal of management
Publisher:Wiley-Blackwell
Place of publication:Oxford
Document Type:Article
Language:English
Year of Publication:2017
Volume:28
Issue:3
Pagenumber:20
First Page:444
Last Page:463
Dewey Decimal Classification:330 Wirtschaft
Open Access:Nein
Licence (German):License Logo  Lizenzbedingungen Wiley