Results 181 to 190 of about 6,443,180 (236)
Business Strategy and the Environment, EarlyView.ABSTRACT SMEs receive increasing institutional support to embed sustainability, yet they vary widely in their ability to translate such support into practice. This study addresses this gap by examining the internal cognitive and strategic mechanism (sustainability orientation) through which managers interpret institutional support and the contextual ...
Michael Zisuh Ngoasong +3 more
wiley +1 more source
Customer value co-creation behavior: Scale development and validation [PDF]
Journal of Business Research, 2013 This investigation reports a series of four studies leading to the development and validation of a customer value co-creation behavior scale. The scale comprises two dimensions: customer participation behavior and customer citizenship behavior, with each
Youjae Yi, Taeshik Gong
exaly +4 more sources
The Role of Customer Engagement Behavior in Value Co-Creation: A Service System Perspective [PDF]
Journal of Service Research, 2014 Recent developments in marketing highlight the blurring of boundaries between firms and customers. The concept of customer engagement aggregates the multiple ways customer behaviors beyond transactions may influence the firm.
Matthew Alexander, Elina Jaakkola
exaly +4 more sources
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2008
This paper focuses on customer value analysis and measurement, framing customer value management as one of the main antecedents of the company value-creation process. The paper builds on three main pillars. First, the paper highlights the critical role of customer value in business-to-business markets, focusing on the links between the company’s ...
BUSACCA, BRUNO GIUSEPPE +2 more
openaire +3 more sources
This paper focuses on customer value analysis and measurement, framing customer value management as one of the main antecedents of the company value-creation process. The paper builds on three main pillars. First, the paper highlights the critical role of customer value in business-to-business markets, focusing on the links between the company’s ...
BUSACCA, BRUNO GIUSEPPE +2 more
openaire +3 more sources
BT Technology Journal, 2005
This paper considers the metric of customer lifetime value as a way of placing an expected future value on a company's customers. This approach looks at the fundamental contribution a customer makes to a company's profits. The basic concept is useful in its own right, but it also allows an analogue between a customer and the equity of the company to be
D. Collings, N. Baxter
openaire +1 more source
This paper considers the metric of customer lifetime value as a way of placing an expected future value on a company's customers. This approach looks at the fundamental contribution a customer makes to a company's profits. The basic concept is useful in its own right, but it also allows an analogue between a customer and the equity of the company to be
D. Collings, N. Baxter
openaire +1 more source
2002
In diesem Beitrag wird zunachst der Begriff Customer Lifetime Value (CLV) erlautert. Anschliesend wird seine Berechnung anhand von einfachen Zahlenbeispielen erklart. Diese Beispiele zeigen auch die Schwierigkeit auf, will man in der Praxis einzelne Kunden oder Kundensegmente anhand dieses Wertes beurteilen.
Gierl, Heribert, Koncz, Julia
openaire +1 more source
In diesem Beitrag wird zunachst der Begriff Customer Lifetime Value (CLV) erlautert. Anschliesend wird seine Berechnung anhand von einfachen Zahlenbeispielen erklart. Diese Beispiele zeigen auch die Schwierigkeit auf, will man in der Praxis einzelne Kunden oder Kundensegmente anhand dieses Wertes beurteilen.
Gierl, Heribert, Koncz, Julia
openaire +1 more source
Journal of Marketing Research, 2003
It is increasingly apparent that the financial value of a firm depends on off-balance-sheet intangible assets. In this article, the authors focus on the most critical aspect of a firm: its customers. Specifically, they demonstrate how valuing customers makes it feasible to value firms, including high growth firms with negative earnings.
Sunil Gupta +2 more
openaire +1 more source
It is increasingly apparent that the financial value of a firm depends on off-balance-sheet intangible assets. In this article, the authors focus on the most critical aspect of a firm: its customers. Specifically, they demonstrate how valuing customers makes it feasible to value firms, including high growth firms with negative earnings.
Sunil Gupta +2 more
openaire +1 more source
2019
The concept customer value has many meanings (Woodall 2003), but, from a marketing theory, two dominate: customer value refers to customers’ perceptions of what they receive and in return for what they sacrifice (Zeithaml 1988). The creation of customer value has long been recognized as a central concept in marketing (Woodruff 1997)
openaire +2 more sources
The concept customer value has many meanings (Woodall 2003), but, from a marketing theory, two dominate: customer value refers to customers’ perceptions of what they receive and in return for what they sacrifice (Zeithaml 1988). The creation of customer value has long been recognized as a central concept in marketing (Woodruff 1997)
openaire +2 more sources
Dynamics of customer segments: A predictor of customer lifetime value
Expert Systems with Applications, 2021Abstract Most studies in the literature have focused on past behavior of customers to measure customer lifetime value, however, the rapid developments of technology and products make new conditions that cannot be predicted by past records anymore. In the era of new media and social networks, customers’ needs and expectations change fast which lead to
Abdolreza Mosaddegh +3 more
openaire +1 more source
The TQM Magazine, 1990
Argues that TQM falls short as a vehicle for implementing excellence. Asserts that value to the customer is a much better means for delivering excellence than a customer‐led TQM with its inherent limitations and tendency to complex jargon. Discusses the use and abuse of quality.
openaire +1 more source
Argues that TQM falls short as a vehicle for implementing excellence. Asserts that value to the customer is a much better means for delivering excellence than a customer‐led TQM with its inherent limitations and tendency to complex jargon. Discusses the use and abuse of quality.
openaire +1 more source