Pekka Töytäri, Thomas Brashear Alejandro, Petri Parvinen, Ilmari Ollila and Nora Rosendahl
Increasing pressure to reduce costs and skepticism of promised value‐added are forcing suppliers to produce tangible proof of the monetary value they create for customers. The…
Abstract
Purpose
Increasing pressure to reduce costs and skepticism of promised value‐added are forcing suppliers to produce tangible proof of the monetary value they create for customers. The academic literature on the practical activities related to value‐based selling remains sparse. This paper aims to bridge the gap between the abundant theoretical customer value frameworks and implementation practices to create a practical foundation for value‐based sales activities in firms that aim to become value creators.
Design/methodology/approach
Based on two case studies, the authors map the best practices in customer value quantification from the point of view of industrial customers, and study value‐based sales processes to uncover the value‐based sales activities for implementing and profiting from customer value.
Findings
The results suggest a customer‐focused sales process that centers on creating value, quantifying the value created, and creating a situation where customer and supplier maximize their utility through value sharing.
Research limitations/implications
The generalizability of the findings is limited to the industrial and service selling context.
Practical implications
Successful industrial and service requires tangible proof and evidence of the value and utility of the suppliers' business impact on the customer's operation. The paper aims to contribute to the value quantification knowledge and practices.
Originality/value
The academic literature on the practical activities related to value‐based selling remains sparse, while the importance of the value quantification knowledge and value selling process is growing rapidly.
Details
Keywords
Annika Engström, Anette Johansson, Nina Edh Mirzaei, Kristina Sollander and Daved Barry
The purpose of this paper is to shed light on different types of knowledge created and how this links to the project design, process, and content.
Abstract
Purpose
The purpose of this paper is to shed light on different types of knowledge created and how this links to the project design, process, and content.
Design/methodology/approach
In this paper the authors investigate participants' experiences from a three-year interactive research project, designed to trigger reflection among the participants. They apply a knowledge creation perspective on experiences expressed by participants as a result of different research project activities.
Findings
The study resulted in five categories of insights with potential for sustainable influence on the participating organizations: an understanding of concepts and theories; an understanding of the impacts of collaborative, reflective work processes; an understanding of the meaning of one's own organizational context; an understanding of the importance of increased organizational self-awareness; and an understanding of the potential for human interaction and communication.
Practical implications
The author’s findings suggest that it is possible to design a project to promote more profound and sustainable effects on a business beyond the explicit purpose of the project. They advise practitioners to make room for iterative reflection; be mindful to create a trustful and open environment in the team; challenge results with opposing views and theories; and make room for sharing experiences and giving feedback.
Originality/value
This study contributes to unraveling key practices which can nurture conditions for knowledge creation in interactive research projects and business projects alike.