Prime movers: define your business or have someone define it against you
Firmly grounded in conceptual principles, this volume deals with the value-linking frameworks between customers and suppliers. The authors show value creation to be a dynamic process and explore the different roles that can exist within these frameworks. They explore how forging links between the two strains of management thinking - competence-based strategy and customer value creation - can lead to better products appearing on the market and ultimately improve bottom-line results. Major case studies of "value constellations" in action include Microsoft, Nike, Benetton and Netscape.
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Configuration and Reconfiguration
The Perception of Value
An Emerging Architecture for Value Creation
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ABB Flakt activities actors banks become billion business model cards Carte Bleue Cartes Bancaires Caterpillar CB system CDMA Chapter co-productive competitive competitors configuration context copiers corporate cost counterparts create value customer base customer orientation customer relationships customer value customer's dealers defined Document Company electronic elements employees enhance Ericsson established example Figure Finland Finnish firm global goal IKEA important individual industrial division initiative interactions internal involved Jorma Ollila lean management Leche Pascual machines manufacturers milk Mobile Phones Nokia Nokia Mobile Phones offering Ollila operating organization package paper peopleware percent Port-Express possible potential prime mover prime movership priorities profit reconfigure retailers role Ruben Rausing stakeholders standard strategy success supplier telecommunications Tetra Brik Tetra Pak transactional environment value constellation value creation value-creating processes value-creation framework value-creation logic VISA Xerox