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Creating a New Strategy-Model: Customer Differentiation and Co-Creation Leading to Sustainable Growth

Received: 21 May 2015     Accepted: 6 June 2015     Published: 23 June 2015
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Abstract

In this review article we elaborate on three important mechanisms in order to create a new (holistic) strategy-model: market orientation, service dominant logic, and co-creation of value. We have reasoned on the central premise that in order to create sustainable business growth in the firm, this firm needs to structure itself in a way that optimises solution selling, customer focus and value co-creation. Employees in all departments of the firm need to have a change of mind-set, from delivering goods towards delivering service proposals, and therefore establishing context to the set strategy. In order to act upon these service innovations, the modifications are dependent on a collection of competences, which the firm needs to continually renew, create, integrate, and transform.

Published in Science Journal of Business and Management (Volume 3, Issue 4)
DOI 10.11648/j.sjbm.20150304.11
Page(s) 95-101
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2015. Published by Science Publishing Group

Keywords

(Holistic) Strategy-Model, Customer Differentiation, Co-Creation

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Cite This Article
  • APA Style

    Roos, R., Stoffers, J. (2015). Creating a New Strategy-Model: Customer Differentiation and Co-Creation Leading to Sustainable Growth. Science Journal of Business and Management, 3(4), 95-101. https://doi.org/10.11648/j.sjbm.20150304.11

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    ACS Style

    Roos; R.; Stoffers; J. Creating a New Strategy-Model: Customer Differentiation and Co-Creation Leading to Sustainable Growth. Sci. J. Bus. Manag. 2015, 3(4), 95-101. doi: 10.11648/j.sjbm.20150304.11

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    AMA Style

    Roos, R., Stoffers, J. Creating a New Strategy-Model: Customer Differentiation and Co-Creation Leading to Sustainable Growth. Sci J Bus Manag. 2015;3(4):95-101. doi: 10.11648/j.sjbm.20150304.11

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  • @article{10.11648/j.sjbm.20150304.11,
      author = {Roos and R. and Stoffers and J.},
      title = {Creating a New Strategy-Model: Customer Differentiation and Co-Creation Leading to Sustainable Growth},
      journal = {Science Journal of Business and Management},
      volume = {3},
      number = {4},
      pages = {95-101},
      doi = {10.11648/j.sjbm.20150304.11},
      url = {https://doi.org/10.11648/j.sjbm.20150304.11},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.sjbm.20150304.11},
      abstract = {In this review article we elaborate on three important mechanisms in order to create a new (holistic) strategy-model: market orientation, service dominant logic, and co-creation of value. We have reasoned on the central premise that in order to create sustainable business growth in the firm, this firm needs to structure itself in a way that optimises solution selling, customer focus and value co-creation. Employees in all departments of the firm need to have a change of mind-set, from delivering goods towards delivering service proposals, and therefore establishing context to the set strategy. In order to act upon these service innovations, the modifications are dependent on a collection of competences, which the firm needs to continually renew, create, integrate, and transform.},
     year = {2015}
    }
    

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    AB  - In this review article we elaborate on three important mechanisms in order to create a new (holistic) strategy-model: market orientation, service dominant logic, and co-creation of value. We have reasoned on the central premise that in order to create sustainable business growth in the firm, this firm needs to structure itself in a way that optimises solution selling, customer focus and value co-creation. Employees in all departments of the firm need to have a change of mind-set, from delivering goods towards delivering service proposals, and therefore establishing context to the set strategy. In order to act upon these service innovations, the modifications are dependent on a collection of competences, which the firm needs to continually renew, create, integrate, and transform.
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