|
|
|
| Research on the Formation Mechanism of Value Proposition from the Perspective of Enterprise Capability |
| Chang Qing1,2,Huang Huijie1,Zhang Lu1,3,Lei Jing1 |
| （1.School of Economics and Management, Inner Mongolia University of Technology, Hohhot 010051,China; 2.School of Accounting, Zhongnan University of Economics and Law, Wuhan 430073,China; 3.School of Business,Renmin University of China, Beijing 100872,China） |
|
|
|
|
Abstract Value proposition,as the core element of business model,elaborates the product characteristics and value orientation,and describes the enterprise's value commitment to customers,and how to develop new and effective value proposition to make enterprises stand out in the competitive environment has attracted much attention.Although existing studies believe that internal and external resources affect the company's value proposition,there is little in-depth discussion on the internal mechanism of the formation of value proposition.Through the exploratory single case study method,this paper analyzes how the case enterprises construct novel and effective value propositions by the screening of organizational alertness ability,and then summarizes the formation mechanism and path of value propositions.The research shows that: value proposition is an effective and feasible decision result after the organization carries on the "preliminary analysis-interpretation judgment" processing process of internal and external information clues.At different stages of development,the focus of organizational alertness changes from endogenous alertness to exogenous alertness and then to endogenous and exogenous multi-source alertness.And the judgment results are different under different alertness mechanisms,leading to the change of the dominant type of value proposition from "economic value proposition" to "emotional value proposition" and then to "technical value proposition".
|
|
Received: 09 September 2019
|
|
|
|
|
|
| [1] 齐严,司亚静,吴利红.数字技术革命背景下零售业商业模式创新研究[J].管理世界,2017(12): 182-183.[2] 荆浩,刘垭,徐娴英.数字化使能的商业模式转型:一个制造企业的案例研究[J].科技进步与对策,2017,34(3):93-97.[3] BARNES C,BLAKE H,PINDER D.Creating and delivering your value proposition: managing customer experience for profit[J].Proceedings of Bsme,2009（11）.[4] ANDERSON P.NICOLAI J.FOSS,et al.Business model innovation: the organizational dimension[J].Administrative Science Quarterly,2016,61(2):17-19.[5] MANNINEN K,KOSKELA S,ANTIKAINEN R,et al.Do circular economy business models capture intended environmental value propositions[J].Journal of Cleaner Production,2018(171):413-422.[6] ADRIAN P,PENNIE F,ANDREAS E.The customer value proposition: evolution,development,and application in marketing[J].Journal of the Academy of Marketing Science,2017,45(6):1-23.[7] ANDERSON J C,NARUS J A,VAN R W.Customer value propositions in business markets[J].Harvard Business Review,2006,84(3):90.[8] TIMO RINTAMKI,KUUSELA H,MITRONEN L.Identifying competitive customer value propositions in retailing[J].Journal of Service Theory and Practice,2007,17(6):621-634.[9] LINDIC J,SILVA C M D.Value proposition as a catalyst for a customer focused innovation[J].Management Decision,2011,49(10):1694-1708.[10] TO C K,YEE R W Y,MOK P Y,et al.Collaboration reasoning or social heuristics? value proposition validity in omnium-gatherum business models[J].Journal of Business Research,2018,88:550-559.[11] LANNING M J,MICHAELS E G.A business is a value delivery system [Z].McKinsey Staff Paper，No.41,1988.[12] KHORSHIDI,MOHAMMADREZA.Developing value proposition for business models of national Iranian oil companies[J].International Conference on Business Excellence 2018,12(1):508-521.[13] BALDASSARRE B,CALABRETTA G,BOCKEN N M P,et al.Bridging sustainable business model innovation and user-driven innovation: a process for sustainable value proposition design[J].Journal of Cleaner Production,2017(147):175-186.[14] GOLDRING D.Constructing brand value proposition statements: a systematic literature review[J].Journal of Marketing Analytics,2017,5(2):57-67.[15] TEECE D J.Business models,business strategy and innovation[J].Long Range Planning,2009,43(2):172-194.[16] PER SKLN,GUMMERUS J,KOSKULL C V,et al.Exploring value propositions and service innovation: a service-dominant logic study[J].Journal of the Academy of Marketing Science,2015,43(2):137-158.[17] TANG J,KACMAR K M,BUSENITZ L.Entrepreneurial alertness in the pursuit of new opportunities[J].Journal of Business Venturing,2012,27(1):77-94.[18] HENDERSON R,COCKBURN I.Measuring competence?exploring firm effects in pharmaceutical research[J].Strategic Management Journal,1994,15(S1):63-84.[19] 吴晓波,丁婉玲,高钰.企业能力、竞争强度与对外直接投资动机——基于重庆摩托车企业的多案例研究[J].南开管理评论,2010,13（6):68-76.[20] 谷奇峰,丁慧平.企业能力理论研究综述[J].北京交通大学学报(社会科学版),2009,8(1):17-22.[21] 刘培朵,刘光远,黄希庭.警觉在视听时间信息加工过程中的作用[J].西南大学学报(社会科学版),2017,43(5):89-96+190-191.[22] 胡洪浩.企业变革决策中的组织警觉特征及其效能机制研究[D].杭州：浙江大学,2014.[23] SAMBAMURTHY V,BHARADWAJ A S,GROVER V.Shaping agility through digital options: reconceptualizing the role of information technology in contemporary firms[J].MIS Quarterly,2003,27(2):237-263.[24] FOSS N J,KLEIN P G.Alertness,action,and the antecedents of entrepreneurship[J].Social Science Electronic Publishing,2010,25(2):145-164.[25] MILLER,DANNY.The correlates of entrepreneurship in three Types of firms[J].Management Science,1983,29(7):770-791.[26] EISENHARDT K M.Building theories from case study research[J].The Academy of Management Review,1989,14(4):532-550.[27] YIN R.Case study research: design and methods[M].New York:SAGE Publications Ltd,2013.[28] CASSELL,CATHERINE.European qualitative research: a celebration of diversity and a cautionary tale[J].European Management Journal,2016,34(5):453-456. |
|
|
|
