Journal of Business & Industrial Marketing Customer‐perceived value in industrial contexts Jozée Lapierre Article information: To cite this document: Jozée Lapierre, (2000),"Customer#perceived value in industrial contexts", Journal of Business & Industrial Marketing, Vol. 15 Iss 2/3 pp. 122 - 145 Permanent link to this document: http://dx.doi.org/10.1108/08858620010316831 Downloaded on: 09 November 2014, At: 05:54 (PT) References: this document contains references to 53 other documents. To copy this document: [email protected]The fulltext of this document has been downloaded 7717 times since 2006* Users who downloaded this article also downloaded: Andreas Eggert, Wolfgang Ulaga, (2002),"Customer perceived value: a substitute for satisfaction in business markets?", Journal of Business & Industrial Marketing, Vol. 17 Iss 2/3 pp. 107-118 Access to this document was granted through an Emerald subscription provided by 478306 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. *Related content and download information correct at time of download. Downloaded by UFPB At 05:54 09 November 2014 (PT)
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Journal of Business & Industrial MarketingCustomer‐perceived value in industrial contextsJozée Lapierre
Article information:To cite this document:Jozée Lapierre, (2000),"Customer#perceived value in industrial contexts", Journal of Business & Industrial Marketing, Vol. 15 Iss2/3 pp. 122 - 145Permanent link to this document:http://dx.doi.org/10.1108/08858620010316831
Downloaded on: 09 November 2014, At: 05:54 (PT)References: this document contains references to 53 other documents.To copy this document: [email protected] fulltext of this document has been downloaded 7717 times since 2006*
Users who downloaded this article also downloaded:Andreas Eggert, Wolfgang Ulaga, (2002),"Customer perceived value: a substitute for satisfaction in business markets?", Journalof Business & Industrial Marketing, Vol. 17 Iss 2/3 pp. 107-118
Access to this document was granted through an Emerald subscription provided by 478306 []
For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors serviceinformation about how to choose which publication to write for and submission guidelines are available for all. Please visitwww.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio ofmore than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of onlineproducts and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics(COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.
*Related content and download information correct at time of download.
Abstract Although customer-perceived value is discussed widely in the literature, fewempirical studies have been conducted due to an absence of operational measures.Reports on the development of measures and tests two customer-perceived valuestructures using data collected from industrial customers of the information technologyindustry. The findings generally support both structures and provide empirical supportfor a value proposition with 13 value drivers. Furthermore, results indicate that most ofthe 13 drivers are assessed in a similar way by industrial customers of three servicesectors surveyed, ICE (information, communication, entertainment), distribution andfinance. Flexibility and responsiveness ± two service-related benefits ± are importantvalue drivers for all the business customers surveyed. Relationship value drivers areassessed the most differently in two of the three sectors studied, finance and ICE(information, communication, entertainment).
IntroductionMuch attention in recent years has been given to value and its provision to
customers. However, remarkably few firms have the knowledge and
capability to actually assess value and gain an equitable return for the value
they deliver to customers (Anderson and Narus, 1999, p. 3). In business
markets, where knowledge of value is considered critical and can be thought
of as the cornerstone of business market management (Anderson et al., 1993),
it is critical for organizations to understand their offerings and learn how they
can be enhanced to provide value to their industrial customers. Organizations
therefore need to understand what drivers create value for customers in order
to build a competitive advantage (Lichtenthal et al., 1997).
A major issue was therefore the development of customer value measures,
specifically in the business-to-business service marketing field
(Parasuraman, 1998) because activity in business (Reid and Plank, 1995)
service (Quinn, 1996) sectors continues to grow. An example is information
technology (IT). Expenditures in this business sector are now recognized as a
significant balance-sheet item (Sullivan-Trainor, 1989). During the last
decade, service investments in IT grew by $700 billion (Quinn, 1996) and,
over the past three years, business spending on IT has risen by almost 45
percent (Mandel, 1997). To conduct empirical studies in this economic
sector, measures of customer value were therefore required. Specially in the
IT business sector, measures were needed to demonstrate and justify the
value of IT providers to top management because two-thirds of Fortune 100
companies' chief executive officers believed that their firms were not getting
the most out of their IT investments (Rifkin, 1989).
The current issue and full text archive of this journal is available at
http://www.emerald-library.com
The author thanks the anonymous reviewers and the special issue editor for theirconstructive comments and useful suggestions.
Customer value measures
122 JOURNAL OF BUSINESS & INDUSTRIAL MARKETING, VOL. 15 NO. 2/3 2000, pp. 122-140, # MCB UNIVERSITY PRESS, 0885-8624
An executive summary formanagers and executivereaders can be found at theend of this issue
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In view of the construct's complexity and richness, a research program on
customer-perceived value was set up. The first phase addressed the
measurement of the customer-perceived value construct in one industrial
area, that of information technology (IT). The importance of doing this was
emphasized in a special issue of the Journal of the Academy of Marketing
Notes: ap < 0.10; bp < 0.05; cp < 0.01; dp < 0.001
Table AI.
140 JOURNAL OF BUSINESS & INDUSTRIAL MARKETING, VOL. 15 NO. 2/3 2000
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