Creating sustainable value through food waste management: does retail customer value proposition matter?

PurposeThis research aims to explore retail managers' views on how food waste (FW) management activities contribute to sustainable value creation and how the customer value proposition (CVP) for a given food retailer interacts with their approaches to FW management.Design/methodology/approachA three-stage exploratory qualitative approach to data collection and analysis was adopted, involving in-depth interviews with retail managers, documentary analysis of multiple years of relevant corporate reports and email validation by seven major UK grocery retailers. Thematic content analysis supplemented by word similarity cluster analysis, two-step cluster analysis and crisp-set qualitative comparative analysis was undertaken.FindingsFW management practices have been seen by retail managers to contribute to all forms of sustainable value creation, as waste reduction minimises environmental impact, saves costs and/or serves social needs, whilst economic value creation lies at the heart of retail FW management. However, retail operations are also framed by CVP and size of a retailer that enable or inhibit the adoption of certain FW management practices. Low-price retailers were more likely to adopt practices enabling them to save costs. Complicated cost-incurring solutions to FW were more likely to be adopted by retailers associated with larger size, high quality and a range of services.Originality/valueThis study is the first of its kind to empirically explore retail managers' perception of sustainable value creation through FW management activities and to provide empirical evidence of the linkages between retail CVP and sustainable value creation in the context of retail FW management.

Communicating customer value proposition in the French pharmaceutical industry. The case of OTC drugs

Purpose This paper aims to investigate how pharmacies communicate their customer value proposition (CVP) in a complex and multiple-stakeholder setting. More specifically, from the pharmacists’ perspective, the study analyzes how CVP is articulated in complex settings/offerings and among multiple stakeholders; and elucidates the communication gap among stakeholders of the CVP. Design/methodology/approach Two studies were conducted to examine how offerings are communicated throughout the value chain. Through six in-depth interviews, Study 1 aimed to analyze how pharmacies articulate CVP for over-the-counter (OTC) drugs in a complex business-to-business-to-consumer setting. For Study 2, the data were collected from 113 French pharmacists to investigate the communication issues and to unveil the tools used to promote OTC drugs among the different stakeholders. Findings From the pharmacists’ perspective, the longer the chain, the more complex the efficiency of the CVP. This study conceives a new and adapted CVP as iterative and cumulative. This paper also highlights how value is distributed across the customer relationship in a complex and regulated industry. The findings feature a reciprocal perspective of CVP between the pharmaceutical labs and their direct/indirect customers. Final customers aim at creating a reciprocal approach with the different stakeholders. Pharmacists use a unidirectional perspective of CVP with their direct customers (patients/final customers). Originality/value The study contributes to a better understanding of the CVP in complex industries characterized by a chain of value distributed among multiple stakeholders (i.e. business-to-consumer and business-to-business). The article also enriches past research that analyzed the way firms communicate their offerings from a CVP perspective.

What Is a P2P Business Model?

Since 2005, the number of Peer-to-Peer (P2P) platforms has grown substantially in areas such as carpooling, online dating, and crowdfunding. Though the development of P2P activities is increasing, there is a lack of strategic and managerial theories for this type of platform, especially when identifying the elements of its business model. This paper seeks to clearly define what a business model is. Extensive literature is reviewed to build a theory of business model for P2P activities. The validity of the model is tested through crowdfunding platforms. Keywords: Business model, crowdfunding, customer value proposition (CVP), governance, income stream, infrastructural technologies, P2P, two-sided markets,

Siemens' Customer Value Proposition for the Migration of Legacy Devices to Cyber-Physical Systems in Industrie 4.0

Industry is transforming from Industrie 3.0, automation, to Industrie 4.0, digitalization. Siemens intends to be a key player in Industrie 4.0, whose customer value proposition will shape manufacturing industries at customers. This chapter analyzes Siemens' customer value proposition for cyber-physical systems as manufacturing equipment and products in terms of this technology's impact on value. The goal is to identify concrete value drivers which cyber-physical systems technology in Industrie 4.0 brings. The statements about these value drivers belong to Siemens and are compared to operations' management literature. Cyber-physical systems negotiating as peer-to-peer in Industrie 4.0 will bring a new level of complexity. Manufacturing complexity builds complex products. Cyber-physical systems peer-to-peer negotiation decides manufacturing scheduling and brings unprecedented levels of complexity and flexibility. Manufacturing complexity enables new business models, one of which is mass customization.

Designing Organizational Eco-Map to Develop a Customer Value Proposition for a “Slow Tourism” Destination

Despite the widespread agreement on the importance of customer value proposition (CVP) as one of the most critical aspects of business models (BM), little is known about how strategically valuable organizational resources may contribute to the transformation of CVP. This paper aims to develop and to test a new research framework: The organizational eco-map to explore how strategically valuable resources are underpinning a new customer value proposition of a focal company. Customer value proposition hence is an encapsulation of a strategic management decision on what the company believes its customers value the most and what it can deliver in a way that gives it a competitive advantage. Being a research-based paper, the topic is approached by theoretical analysis, conceptual development, and empirical justification. The presented organizational eco-map model encourages practitioners to grasp an exact relationship between strategically valuable resources of the organization and customer value proposition. Empirically, the paper examines the role of Latvian cultural resources in the forthcoming transformation of the customer value proposition for Riga Central Market of Latvia, a huge infrastructural establishment. Therefore, marketing practitioners will find new ways of understanding customers’ value creation for a “slow tourism” destination to develop marketing strategies to engage cultural resources of suppliers with their customers’ consumption processes to enhance better customer satisfaction.

New-Technology Startups Seeking Pilot Customers: Crafting a Pair of Value Propositions

A corporation that employs an “outside-in” startup program needs to screen a large number of potential startups and assess each time: What is the value of the startup’s offering to our business, and what resources and support will the startup need so we can actually obtain its offering? However, many startups are not very good at communicating their customer value proposition in a way that helps the customer firm making such assessments. This article recommends that startups construct two sequential value propositions. The Innovative Offering Value Proposition communicates how the startup’s offering creates superior value for the customer. It answers the question: What is extraordinary about the startup’s offering that will enable the customer to solve a significant problem it has or achieve a top priority it has? The Leveraging Assistance Value Proposition conveys what the customer firm will get in return for providing support and resources to the startup. It answers the question: What will make it worthwhile from the customer’s perspective to support the startup to realize its innovative offering?

Analisis Balanced Scorecard Pada Bank X

Penelitian ini merupakan penelitian deskriptif pada Bank X dengan judul “Analisis Balanced Scorecard pada Bank X”. Tujuan penelitian ini adalah untuk menilai kinerja Bank X jika diukur dengan Balanced Scorecard. Sedangkan data yang digunakan untuk penilaian ini adalah data primer dan data sekunder. Data primer adalah data yang diperoleh dari wawancara sedangkan data sekunder adalah data yang berupa laporan keuangan seperti neraca, laporan laba-rugi, dan data lain yaitu data nasabah dan data karyawan. Balanced Scorecard merupakan salah satu metode pengukuran kinerja yang memperhatikan aspek keuangan dan non-keuangan yang terdiri atas empat perspektif, yaitu: perspektif proses pembelajaran dan pertumbuhan, perspektif proses bisnis internal, perspektif pelanggan, dan perspektif keuangan. Adapun teknik analisis yang digunakan untuk mengkaji kinerja perusahaan adalah dengan Balanced Scorecard, untuk perspektif proses pembelajaran dan pertumbuhan menggunakan indikator employee retention, employee training, dan employee absenteeism. Untuk perspektif proses bisnis internal menggunakan indikator MERR (Minimized Error Rate and Re-work). Untuk perspektif pelanggan mengunakan indikator Customer Core Measurement, terdiri dari Customer Retention, Customer Acquisition, Customer Complain, dan Customer Value Proposition. Sedangkan untuk perspektif keuangan menggunakan Rasio CAMEL yang terdiri atas aspek permodalan, aspek kualitas, aktiva produktif, aspek manajemen resiko, aspek rentabilitas dan aspek likuiditas. Berdasarkan analisis yang telah dilakukan menunjukkan bahwa kinerja perusahaan adalah cukup baik. Dari perspektif proses pembelajaran dan pertumbuhan serta proses bisnis internal menunjukkan kinerja yang baik. Untuk perspektif pelanggan, menunjukkan kinerja yang cukup baik. Hal ini terlihat dari Customer Retention dan Customer Acquisition yang cenderung menurun. Sedangkan untuk perspektif keuangan menunjukkan kinerja yang kurang sehat. Hal ini terlihat dari nilai kredit yang dicapai termasuk dalam predikat kurang sehat. Berdasarkan kesimpulan di atas, penulis dapat memberi saran bahwa sebaikanya Bank X dalam mengukur kinerjanya menggunakan Balanced Scorecard, karena perusahaan dapat mengukur kinerja perusahaan berdasarkan aspek keuangan dan non-keuangan, sehingga dapat dilakukan perbaikan secara berkesinambungan dalam mewujudkan visi dan misi perusahaan serta memudahkan pihak manajemen dalam menyusun program jangka pendek dan jangka panjang.