Strategic Value Management Research Articles

FinTech evolution: Strategic value management issues in a fast changing industry

The FinTech revolution captures the simultaneous attack of a large number of technologies, notably mobile telephones and blockchain, which are ushering in efficiency or outreach to multiple niche markets. The use of mobile telephone technology has expanded Internet reach to the excluded, created possibilities for business where banks were not historically present and is potentially disruptive. The blockchain technology threatens to be even more disruptive as it may pull the carpet from under the monetary system as well as the property rights as we know them today. The proliferation of actors and innovators has created a confused landscape resulting in different possible scenarios, where banks may freeze, fight, form alliances with challengers, or be forced into flight by the BigTech.

10.5937/sjm9-5626 = Offshoring for sustainable value management

This paper evaluates offshoring as a strategic value management initiative using Cadbury Nigeria Plc as a case study. Through offshoring risks associated with inventory holding are hedged. A comparative analysis of in-house and offshored cost profiles as well as critical risk factors that affect firm value are evaluated. The result shows that offshoring led to immediate costs saving, freeing of funds previously held in inventory for other working capital investments as well as profitability for vendors. However, aside financial benefits to partners, it leads to increased stakeholders awareness, shared values, partnerships, teamwork and risk mitigation. It therefore follows that for sustainability of financial benefits of offshoring, concerted effort must be made by partners to ensure that critical drivers of value management are not compromised.

Book Review: Strategic Value Management: Stock Value Creation and the Management of the Firm

Strategic Value Management: Stock Value Creation and the Management of the Firm – Juan Pablo Stegmann, 2009, Wiley Finance, 298 pages, ISBN 10: 04 7046710X

Book Review: Strategic Value Management: Stock Value Creation and the Management of the Firm

Book Review: Strategic Value Management: Stock Value Creation and the Management of the Firm

Customer value and switching costs in business services: developing exit barriers through strategic value management

PurposeThe purpose of this study is to examine the concept of customer value and its role in building switching costs perceptions. The current research develops scales and empirically validates a typology of customer value for business services.Design/methodolgy/approachThrough an extensive literature review, qualitative interviews, and an empirical investigation, the current study identifies three facets of customer value for business services (i.e. economic value, relational value, and core value) and investigates their relationships with buyers' perceptions of switching costs. Structural equation modeling techniques were used to evaluate a measurement model and structural relationships.FindingsThe findings show that economic value and the value obtained from relational and support aspects of a service exert strong positive impact on customers' perceptions of switching costs and thus serve as barriers to exit. Although core service does not seem to have positive impact on switching costs, core value maybe a “hygiene” factor that may promote customers' switching if not properly managed.Research limitations/implicationsThe results of this study are generated from a single industry; additional studies in other industries may strengthen the generalizability of the proposed constructs and framework.Practical implicationsBusiness suppliers need to build exit barriers through co‐creating relational value. Through communications, suppliers may be able to monitor customers' desired value as a proactive action to anticipate changes and to influence positive changes in customer value.Originality/valueThe current study sheds some light on how supplier firms can enhance switching costs, and consequently raise exit barriers by better managing various aspects of customer value perceptions.

Managing Customer Value

This paper builds the framework for linking the established work of competitive advantage with the emerging discipline of value marketing. The outcome of this linkage is the concept of strategic value management. Strategic value management focuses on the right combinations of product quality, customer service and fair prices as the key to selling to today’s value conscious consumers. The core of the strategy stresses the firm’s ability to combine and manage these dimensions of value in a way that a strategic value advantage is created and maintained. This advantage provides long‐term profitability for the firm and satisfaction for the customer segment. Three companies that excel at strategic value management, Southwest Airlines, Hewlett‐Packard, and Nordstrom, illustrate how this advantage provides long‐term profitability for their firm and satisfaction for their customer segment. Value oriented actions have been developed to support a strategic value approach.

The strategic management of corporate value

This article builds a comprehensive series of linkages between strategic management and a number of relatively new, but apparently fragmented, developments in finance and accounting. These areas are brought together under the umbrella of strategic business finance, which allows organisations to understand their strategic initiatives impact on corporate value. Thus the emphasis is on financially evaluating, monitoring and controlling competitive strategies. Four main areas within strategic business finance are highlighted and discussed; namely corporate financial strategy, strategic management accounting, strategic value management and strategic financial accounting. The ways in which these areas function individually and interrelate are illustrated both diagrammatically and by the use of recent real case studies.

Strategic Value Management: Towards a Financial Framework for Developing the General Manager

Strategic Value Management: Towards a Financial Framework for Developing the General Manager