The paper "Customer Value Proposition And Co-creation" is a great example of a marketing research paper. In the modern-day business society, the customer value proposition is highly regarded as an instrumental factor in realising a company’ s sustainable efforts. Nonetheless, it is highly unlikely that the affected companies have increasingly shied off in attaining such objectives. Simply put, there is no agreement as to the structure that presents a customer’ s value proposition is a broader sense. Customers expect that sellers are more aware of the customer’ s needs with respect to the business environment that explicitly affects the business’ latent and future expectations. Customers are no longer referred to as the targets of marketing but rather the co-creators (Lusch, Vargo, & O’ Brien, 2007).
Customers are indispensable in value creation processes since they assume a more pertinent role in the company’ s success. Unmistakably, the traditional roles are shifting towards value co-creation forms. The change in roles is central to value co-creation proposition and customer value proposition. Managers have employed collaborative strategies in accessing resources instrumental for customer satisfaction and value addition (Grö nroos & Helle, 2010).
Although a responsive nature to the customer request is instrumental in customer satisfaction, customers affirm the importance of understanding their needs subject to value co-creation and relational actions (Beverland et al. 2007). Against the needs for such changes, companies have continuously neglected these initiatives. Nonetheless, some firms have shown satisfactory levels of proactive customers such as Steelcase, Motorola, Boeing and Mattel. 2.0 Research problems It is reasonably challenging to develop operation and analytical models that are focused on value co-creation. In meeting such challenges, it is imperative to develop a conceptual framework where companies can exercise the prowess in garnering customer value proposition (Vargo & Lusch, 2004).
The orientation of strategies towards customer value addition is a daunting task given the various aspects involved in this regard. Undoubtedly, companies cannot fully develop, offer and deliver values to the consumers by stressing more knowledge on the goods (Vargo, 2004). The multifaceted paradigm shift towards customer and company interaction has taken new shapes and forms that surpass the traditional understanding of the exchange. A major challenge is realised through the management of the complex network of the cross-functional unit in an organisation.
Managers need to create guiding frameworks that implement strategies cemented on a cross-functional approach. Companies and customers have created a new way of supporting the value co-creation of both entities. Nonetheless, not all the firms have benefitted from the development of co-creation mechanisms, necessitating the need for careful consideration of the customers’ needs. Evidently, research advocates that the companies have misunderstood, underestimated and overlooked the expectations of the customers (Grö nroos & Helle, 2010). Presently, given the combination of a variety of practices in the value co-creation, the goal of many companies rests on the propensity to add more value to customer experience.
Nonetheless, what remains largely unexplored is the strategy used in the integration of such initiatives. Many companies are incapacitated in realising the strategy used for aligning customer value, with respect to their intended expectations (Muller, 2012). Tentatively, given the popularity of the customer value proposition, management practises research showcases the lack of a consistent customer value proposition for business management (Anderson, 2006). Accordingly, most of the value propositions present facts of savings and benefits for the customers without validated back up (Anderson, 2006).
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