Applying Value Creation Framework to Offer Public Transport Improvement

Public Transportation in urban areas is expected to be main choice for people's mobility. The aim of this research is apply value creation framework based on S-D Logic and Trans Jogja from Yogyakarta and Värmlandstrafik AB Sweden are the case study. This research use direct observation and interview to the related person/ company as the primary data, and to support them use group discussion with the users. This research also use secondary data from some journals, reports, documentations, etc. From the analysis and discussion Värmlandstrafik AB is address the value creation service and opportunity more than Trans Jogja. From conclusion, the need of applying value creation framework in Trans Jogja is to offer public transport improvement as has been illustrated by Trans Jogja. Although the achievement of value creation opportunities are not as high as that achieved by Värmlandstrafik AB, but Trans Jogja should learn about what needs should be improved

User Participation in Value Creation

This article examines HM Treasury’s proposal to account for the active participation of users in value creation in certain digital platforms. The first key question is whether there is any reason to believe, as HM Treasury suggests, that users only meaningfully or actively contribute to value creation in the context of certain digital platforms. The article accordingly explores the factors HM Treasury sets out for the attribution of income to active user participation, including features such as network effects, multisided business models, and a lack of physical presence in the jurisdiction of the user. It concludes that if a user participation concept were adopted into international tax norms, it is unlikely to be limited to digital businesses or to the business models particularly highlighted in the proposal issued by HM Treasury. The analysis proceeds by considering the factors set out by HM Treasury for the attribution of income to active user participation in the context of pharmaceuticals and biologics, the financial sector, and the “internet of things”. For example, the article concludes that under HM Treasury’s user participation theory, returns from certain London-based financial intermediation businesses would need to be reallocated to other jurisdictions. Moreover, as the internet of things develops, one would expect the range of business affected by the active user participation concept to constantly expand

HRM and Value Creation

It’s conceptually attractive to look for connection between performance, HRM and economic situation. How measure epiphenomenon’s impact when we can’t isolate that from global strategy? If casual relations maybe established, event can be interpreted in several ways (e.g. its chicken and egg situation…). This paper presents the results of a research on corporate performance measured by the creation of shareholder value. To do that we test empirically forced ranking’s performance versus all other classic human resource managements’ result first with a statistical comparison of share based on fortune 100 (from 1996 to 2000); second with Standard & Poor’s (S&P) 500 value creation (from 1997 to 2000) with “Marakon Associates†(the growth between Market-to-book values ratio and the ROE spread (ROE – Cost of equity capital)Forced Ranking, Classic HRM, Value Creation

Value creation by Turkish enterprises

This study focuses on the resurgence of the automotive and appliance sectors in Turkey’s recent years. The analysis of both these sectors reveals some interesting lessons about technology management and investment strategies for companies to invest in Turkey. We discuss the major changes and project the future in both industries. Turkey seems to be a clear winner though there are some factors that could reverse the trend. The research is a joint field study partne rship between Carnegie Mellon and Sabanci Universities

Customer value creation in financial services

Customer value creation is allegedly at the centre of relationships between service recipients and service providers (such as financial service organisations in general, and commercial banks in particular). This research considers the role of customer value creation in the strategic response of banks to external changes in their growth opportunities. The analysis established that there had been changes in the framework in which banks' pursued synergy since 1980 (or 1990 in Mexican and 1992 in Estonian interviews). As a response to external change banks have created new synergies in the pursuit of greater growth and interviewees expected that changes in synergy creation should be reflected in banks' diversification and market positioning moves. New synergies required new capabilities and participants from all countries agreed that the current wave of change in synergy creation had carried through greater emphasis on customer profitability. All countries recorded a shift from a supply-oriented strategic stance to the development of skills to retain customers and even becoming a one-stop financial service institution for their customers. However, greater emphasis on customer profitability was seldom followed by recognition of the key capabilities required for high customer value creation. This as most interviewees failed to provide an articulated account of how to achieve that profitability

Midstream value creation in social marketing

The purpose of this study is to develop improved understanding of how value is created at the midstream (meso) level in a collaborative smokefree homes and cars social marketing programme. The study adopts a qualitative approach including interviews and observation. The findings show that the co-creative organisational model adopted for the Smokefree programme affords access to resources and capabilities of midstream actors and provides opportunities for reshaping and mobilising existing value networks. The focal organisation has a key role in coordinating, connecting actors and providing resources to facilitate value co-creation at the network level. The study illustrates that the service interaction allowed for customer centred cues for action which took into account their context and the existence/lack of resources for value creation. The implications of this study are discussed, in particular in terms of the role of focal organisations in managing value networks, the social context, configurational fit and resources of actors involved in community based social marketing and the need for policies and practices to provide health professionals with role support for health promotion

CIM Marketing workshop: Value creation

Case study on Motorola used to demonstrate how value creation can be highly beneficial within companie

Value creation in mobile banking

The convergence of the Internet and mobile networks creates new opportunities and applications. Treating mobile business as simply an extension to the traditional web could result in missing out unique differentiated qualities for new value-added possibilities. Mobile Banking is considered to be one of the most value-added and important mobile service available. The current research examined technological changes in mobile networks and innovative attributes of Mobile Internet. It has advanced the theoretical framework of innovation in service to develop a customer centric analysis of mBanking value proposition. The article goes on to discuss critical factors in the diffusion of mBanking and explores reasons of failure and further prospects of success.Mobile Banking

Value Creation and Profit Optimization

The present paper develops a basic framework for evaluating and optimizing profits in a business operation. In developing a business we are often faced with an infinity of choices ranging from what products or services to sell and what customers to target to how to structure and manage the organization. To support the decision-making process a semi- quantitative dimension is here added to the traditional strategic scenario planning. It consists of a general-purpose seven-step evaluation process: (1) The starting point is a list of strategic options, as they may have been identified during conventional strategic planning. (2-3) The next steps are to identify who will influence the value creation process, and what value drivers each of them use to influence it. (4) For customers representative of different segments we can evaluate the value to the customer, the risk to the customer and the relative market power between buyer and seller. The paper explains how this can be related to the market price that each of these customers is likely to be willing to pay. (5) While the income is critical, so it the cost: the following step is to analyze the cost structure and understand how it scales with market size. (6) By combining the results from the two previous steps it is possible to find the optimal profit as a function of volume, value drivers and the other parameters. (7) In the final step the strategic implications of the various options are integrated with other knowledge to form the basis for selecting a winning business strategy. An example of a yet-to-be consumer product is used to illustrate the process.cost, customer specific cost, market power, pricing, profit optimization, profits, radical innovation, risk discount, strategic scenario planning, value chain, value creation, value drivers, value net