Customer orientation: The case of creating value in ecosystems
Yrjölä, Mika; Niittymies, Aleksi; Tabas, Abdollah Mohammadparast (2023-02-10)
Routledge
10.02.2023
Yrjölä, M., Niittymies, A., & Tabas, A. M. (2023). Customer orientation: The case of creating value in ecosystems. In S. T. Marinova & M. A. Marinov, Reconfiguration of Business Models and Ecosystems (1st ed., pp. 163–184). Routledge. https://doi.org/10.4324/9781003326731-10
https://creativecommons.org/licenses/by-nc-nd/4.0/
This is an Accepted Manuscript of a book chapter published by Routledge in Reconfiguration of Business Models and Ecosystems: Decoupling and Resilience on 10 February 2023, available online: http://www.routledge.com/9781003326731. It is deposited under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives License (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is properly cited, and is not altered, transformed, or built upon in any way.
https://creativecommons.org/licenses/by-nc-nd/4.0/
This is an Accepted Manuscript of a book chapter published by Routledge in Reconfiguration of Business Models and Ecosystems: Decoupling and Resilience on 10 February 2023, available online: http://www.routledge.com/9781003326731. It is deposited under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives License (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is properly cited, and is not altered, transformed, or built upon in any way.
https://creativecommons.org/licenses/by-nc-nd/4.0/
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:oulu-202503282257
https://urn.fi/URN:NBN:fi:oulu-202503282257
Tiivistelmä
Abstract
This chapter is a study of customer orientation in the process of creating value in ecosystems. Firms operating in ecosystems and networks can create value for customers in novel ways. Moreover, value creation in ecosystems is important because of the multiple interrelated and overlapping roles that actors perform. For instance, two firms can at the one and the same time be considered competitors and complementors while also being in a customer–supplier relationship. Thus, the terms “customer” and “customer orientation” become very complex and particularly nuanced because it is not easy to identify who is the customer and how value is created. Therefore, the purpose of this chapter is to identify and analyse how managers understand customer value creation in the ecosystem context and to elucidate activities through which managers advance customer orientation in their organisational contexts. The findings of the study illustrate that there are various ways in which managers create value for their customers. They vary depending on the role of context and the dimensions of value promised to customers. This chapter contributes by providing useful insights into how customer orientation is understood and managed within ecosystems.
This chapter is a study of customer orientation in the process of creating value in ecosystems. Firms operating in ecosystems and networks can create value for customers in novel ways. Moreover, value creation in ecosystems is important because of the multiple interrelated and overlapping roles that actors perform. For instance, two firms can at the one and the same time be considered competitors and complementors while also being in a customer–supplier relationship. Thus, the terms “customer” and “customer orientation” become very complex and particularly nuanced because it is not easy to identify who is the customer and how value is created. Therefore, the purpose of this chapter is to identify and analyse how managers understand customer value creation in the ecosystem context and to elucidate activities through which managers advance customer orientation in their organisational contexts. The findings of the study illustrate that there are various ways in which managers create value for their customers. They vary depending on the role of context and the dimensions of value promised to customers. This chapter contributes by providing useful insights into how customer orientation is understood and managed within ecosystems.
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