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Value co-creation analysis in customer-supplier network relationships

Research output: Chapter in Book/Report/Conference proceedingChapterScientificpeer-review

Standard

Value co-creation analysis in customer-supplier network relationships. / Helander, Nina ; Vuori, Vilma.

Practices for network management – In search of collaborative advantage. ed. / Jukka Vesalainen; Katri Valkokari; Magnus Hellström. Palgrave Macmillan, 2017. p. 251-262.

Research output: Chapter in Book/Report/Conference proceedingChapterScientificpeer-review

Harvard

Helander, N & Vuori, V 2017, Value co-creation analysis in customer-supplier network relationships. in J Vesalainen, K Valkokari & M Hellström (eds), Practices for network management – In search of collaborative advantage. Palgrave Macmillan, pp. 251-262. https://doi.org/10.1007/978-3-319-49649-8_18

APA

Helander, N., & Vuori, V. (2017). Value co-creation analysis in customer-supplier network relationships. In J. Vesalainen, K. Valkokari, & M. Hellström (Eds.), Practices for network management – In search of collaborative advantage (pp. 251-262). Palgrave Macmillan. https://doi.org/10.1007/978-3-319-49649-8_18

Vancouver

Helander N, Vuori V. Value co-creation analysis in customer-supplier network relationships. In Vesalainen J, Valkokari K, Hellström M, editors, Practices for network management – In search of collaborative advantage. Palgrave Macmillan. 2017. p. 251-262 https://doi.org/10.1007/978-3-319-49649-8_18

Author

Helander, Nina ; Vuori, Vilma. / Value co-creation analysis in customer-supplier network relationships. Practices for network management – In search of collaborative advantage. editor / Jukka Vesalainen ; Katri Valkokari ; Magnus Hellström. Palgrave Macmillan, 2017. pp. 251-262

Bibtex - Download

@inbook{edab130e454c43648aee9d80e25da97c,
title = "Value co-creation analysis in customer-supplier network relationships",
abstract = "In order to succeed in complex networks and tough competition, companies need to know their customers’ drivers for value creation better than competitors do. In addition, companies strive to analyze and measure which the most valuable customers are, in order to understand what value the company itself receives from its customers. The tool presented in this chapter provides a path toward understanding these issues. It provides insights on value co-creation in the customer–supplier boundary in network relationships; thus, it focuses on the dyadic level of interaction in a business network. The tool was tested in an ICT company which aimed to develop its customer relationship management process based on deeper understanding of the mutual value creation logic. The case includes empirical data from both the buyers’ (the customer side) and the supplier’s side.",
author = "Nina Helander and Vilma Vuori",
year = "2017",
doi = "10.1007/978-3-319-49649-8_18",
language = "English",
isbn = "978-3-319-49648-1",
pages = "251--262",
editor = "Jukka Vesalainen and Katri Valkokari and Magnus Hellstr{\"o}m",
booktitle = "Practices for network management – In search of collaborative advantage",
publisher = "Palgrave Macmillan",

}

RIS (suitable for import to EndNote) - Download

TY - CHAP

T1 - Value co-creation analysis in customer-supplier network relationships

AU - Helander, Nina

AU - Vuori, Vilma

PY - 2017

Y1 - 2017

N2 - In order to succeed in complex networks and tough competition, companies need to know their customers’ drivers for value creation better than competitors do. In addition, companies strive to analyze and measure which the most valuable customers are, in order to understand what value the company itself receives from its customers. The tool presented in this chapter provides a path toward understanding these issues. It provides insights on value co-creation in the customer–supplier boundary in network relationships; thus, it focuses on the dyadic level of interaction in a business network. The tool was tested in an ICT company which aimed to develop its customer relationship management process based on deeper understanding of the mutual value creation logic. The case includes empirical data from both the buyers’ (the customer side) and the supplier’s side.

AB - In order to succeed in complex networks and tough competition, companies need to know their customers’ drivers for value creation better than competitors do. In addition, companies strive to analyze and measure which the most valuable customers are, in order to understand what value the company itself receives from its customers. The tool presented in this chapter provides a path toward understanding these issues. It provides insights on value co-creation in the customer–supplier boundary in network relationships; thus, it focuses on the dyadic level of interaction in a business network. The tool was tested in an ICT company which aimed to develop its customer relationship management process based on deeper understanding of the mutual value creation logic. The case includes empirical data from both the buyers’ (the customer side) and the supplier’s side.

U2 - 10.1007/978-3-319-49649-8_18

DO - 10.1007/978-3-319-49649-8_18

M3 - Chapter

SN - 978-3-319-49648-1

SP - 251

EP - 262

BT - Practices for network management – In search of collaborative advantage

A2 - Vesalainen, Jukka

A2 - Valkokari, Katri

A2 - Hellström, Magnus

PB - Palgrave Macmillan

ER -