CONCEPTUAL PERSPECTIVE OF VALUE FOR THE
CLIENT: A STRATEGY FOR MARKET EXPANSION
Luis Carlos
Alves da Silva
Universidade de
Santa Cruz do Sul, Brazil
E-mail: luiscarlosalves0207@gmail.com
Maicon da Silva
Universidade de
Santa Cruz do Sul, Brazil
E-mail: maicon213@bol.com.br
Submission: 3/31/2020
Accept: 6/3/2020
ABSTRACT
This article aims to analyze the conceptual
perspective of value for the client as a strategy of market expansion. The
research is the result of a literature review, followed by an exploratory
analysis of the publications carried out in the last decade on the concept of
value theme based on Woodruff's proposal (1997), which presents a new
philosophy for the definition of Value. Thus, the present study, from the
perspective of a theoretical essay, addresses the question of value and its
contextualization’s, where the concept of value is emphasized according to the
theoretical marketing framework. In addition, the possible uses of value in
marketing activities were highlighted, such as: market analysis and
segmentation, positioning, planning and development of products and brands and
communication strategy.
Keywords: conceptual perspective of value; market expansion; value co-creation
1.
INTRODUCTION
In recent years,
marketing literature is quite fragmented, there is no single and consensual
theory, thanks to the division of areas and sub disciplines (Relationship
Marketing, Network Marketing, Social Marketing, among others), thus emerging
new perspectives emerging from sub disciplines, which rethink Marketing, being
remarkable the inter-contamination of concepts, although with (sometimes)
different definitions, between the various theories and schools of thought that
permeate marketing (Gummesson, 2007; Vargo & Lusch, 2012).
In this context, the
role of Marketing is to assist the client in its creation of value (Lindgreen
& Wynstra, 2005). Value results from a particular benefit of an entity
(producer and/or supplier), and may be related to social values (axiology[1]),
esteem, use, exchange and cost (Lindgreen & Wynstra, 2005). From this,
value is approached as a theme of marketing literature in different contexts,
where marketing administration involves the identification and satisfaction of
the human and social needs of customers.
For a better
understanding, Vargo and Lusch (2007) defines that the concept of value in
economics is added and exchange, and, increase in monetary value (along the
value chain). It should be noted that of all the values that axiological
theories take into account, economic science is of interest only to economic
value (Jensen, 2005; North, 1992).
Thus, the concept of
value in marketing receives influences from various areas of knowledge
(Economics, General Administration, Sociology, Psychology, among others). In
the context of the exchange, the value was at first the focus of the study of
economics, as Richins explains (1994, p. 504): "the economic literature
gave way to value within the context of the exchange; the value of a product to
a consumer is represented by the price it expects to pay and stems from the
usefulness or satisfactions that the product provides [...]".
Furthermore, the
fundamental assumption of marketing lies in the principle that the consumer
chooses between different offers in which it provides him with greater value.
"Customer value, which is a central concept of marketing, can be
considered as a combination of quality, service, price (QSP), called the
customer's value triad" (Kotler, 2012, p. 9). In this same line the value
delivered to the customer is the difference between the total value for the
customer and the total cost for the customer. The total value to the customer
is the set of benefits that customers expect from a particular product and/or
service, which influence the purchase decision of the final consumer.
In this way, consumers
evaluate which offer will provide the highest added value to the customer. They
always seek to maximize value, within the constraints imposed by the costs
involved in the search and by the limitations of knowledge, mobility and
income. In these terms, the present study aims to analyze the conceptual
perspective of value for clients, as a strategy for marketing expansion,
understanding the state of the art on the theme proposed in the research,
through the analysis of the theory contextualized in the last decade on the
theme of value co-creation.
Thus, the importance of
this article and its contributions to the academic environment, aligns with the
different contexts related to marketing administration, more specifically to
the concept of value to the client, providing a vision in which it is focused
on market expansion strategies, being possible to think about market actions in
different market segments.
From the proposed
analysis, we seek to raise the objections about the studies on the concept of
value for customers from the perspective of marketing administration, from an
analysis focused on market expansion. Thus, we sought to analyze the factors
associated with marketing and its contextualization’s, understanding the state
of the art on the theme proposed in this research. It is therefore noteworthy
that the debate is situated. It is necessary to advance in the understanding of
the phenomenon of marketing focused on the concept of value for the client. For
this, discussions about the theoretical essay proposed in this article are
presented, seeking to investigate ways and/or possibilities for further
studies.
2.
FACTORS ASSOCIATED WITH MARKETING
2.1.
Marketing
Concept
The definition of marketing has
undergone changes over the years. To this end, the prehistory of marketing is
exposed, where it is identified that its activities were developed only as
trade practices, it is believed that only in 1900 it was recognized as science
(Fonseca, 2015).
In the period comprising 1900 to
1960, theories followed a traditional line of thought without many conceptual
changes, according to the standards of the time. From 1960 marketing moves to
the period of differentiation, in this context Oliveira, Damacena and Brambilla
(2014) defined this macro period of marketing as a decision-making activity
aimed at satisfying the client profitably for the company and making the best
decisions about the marketing mix, better known as the marketing compound or
4Ps (product, price, square and promotion). This view is based around the
production and transfer of value through company assets to the customer.
Already in 1980, it is characterized
as the period of the emergence of marketing and marketing gurus for medium and
small companies, at that time new references are beginning to emerge not based
on the 4Ps and more independent of the microeconomic pattern, centered on the
company, giving rise to different lines of thought around relationship
marketing and its developments, quality management, market orientation, value
chain offering and management, resource management and networks (Vargo &
Lusch, 2004). It was also at this time that Service Marketing emerged as a sub
discipline of the marketing area, which aimed at a kind of independence from
the vision of products (Shostack, 1977).
From 2000, we moved to the period of
the Post-Industrial Society, characterized by strong technological advances,
facilitating access to information for all. Vargo and Lusch (2004), suggested that
marketing thinking evolves into a new dominant logic (that of service), which
is increasingly present, away from the exclusive vision of the exchange of
tangible goods (manufactured things) and towards an exchange of goods (skills,
expertise and processes), thus moving towards a more comprehensive and
inclusive logic.
In this context, the concept of
marketing has been discussed in the last three decades, considering factors
such as market change, active presence of the consumer in the processes of value
co-creation and relationship marketing. The traditional idea of exchange,
present in marketing definitions, has received the approach of exchange plus
interactions between companies and consumers. Likewise, the concept of value in
use in creating value for consumers, has grown in importance in marketing
literature, for example it is mentioned that the American Marketing Association
has updated the definition of marketing and included value for the consumer and
consumer relationship in the definition (Dietrich, Brasil & Cold, 2013).
For this new vision, Oliveira,
Damacena and Brambilla (2014), coined the term Dominant Logic of the Service,
refined several times, in which every consumer was determined as a value
co-creation, in addition to the other premises that were restructured. Thus,
this service should not have its interpretation restricted to traditional
concepts that treat it as residual (all that is not very tangible), something
offered to improve a good (service as added value), or what has been classified
as industries of service (health, government, education).
Fonseca (2015), corroborates this
view, that through the different definitions of marketing over time, the type
of orientation differs. For, first, the orientation for the product / sales is
highlighted. Later it is perceived that the importance is attributed to
customers and their relationship. With the latest definition society in general
and the co-creation of value begins to play an essential role in the evolution
of marketing.
2.2.
Value Concept
The concept of value has been widely
discussed as a critical variable. The latest research shows a clear tendency to
understand the customer value produced not by the production company, but by
the consumer when using the product and when it is interacting with suppliers
in the process of co-creation with them. Previous research has cited that
consumers assess the value of products based on what they receive and what is
sacrificed. The notion that only the consumer can assess the value of goods and
services had already been expressed by (Dietrich, Brasil, & Cold, 2013).
Peter Drucker in the book "The Theory of the Business" (1994), noted
that a company's first task is to create consumers. But today, consumers
analyze various factors such as variety of brands, prices and suppliers. And
your task when aiming for a product is to look for the one that offers you an
offer that will deliver you the greatest value.
For Saraceni (2015), the concept of
value has been investigated and conceptualized in different areas of knowledge
such as Economics, Sociology, Anthropology, Psychology and Social Psychology,
having a very subjective definition when looked at from the point of view of
Administration. The typologies of values are as old as the initial effort to know
these guiding principles, where consumers are considered value maximizers,
limited by costs, mobility and income.
Identifying how to provide superior
customer value is a challenge in today's administration. Companies that focus
on creating superior value for their customers, rather than selling the
company's products, seek first to identify current and future customer
problems, and then try to find solutions to it. These solutions may involve the
creation of new products and services, the integration of offers from other
competitors (through alliances), and even recommend to them another supplier
(Saraceni, 2015).
In this way Las Casas (2008), says
that the concept of value by organizations cannot happen only with the
identification of what customers want and with the adaptation of marketing
activities in relation to marketing. "In this new economy, companies need
to make consumers participate in value creation (Las Casas, 2008, p. 21)".
3.
CUSTOMER PERSPECTIVE VALUE vs.
MARKET EXPANSION STRATEGY
According to the marketing vision,
Woodruff (1997, p. 140) comments that value can be considered from the
perspective of the organization and the client. The organization's perspective
analyzes what the client represents of value for an organization, considering the
quantification of its value to the owners. This value approach refers to
customer equity – translated by "customer value". In principle, when
we have customer-oriented market expansion strategies, they must be planned
from the situation that fully meets the purpose, environment and training of
the organization to provide value to the client. These are ideal situations of
easier and faster implementation, and without the need for major and costly
transformations (Costa, 2006).
According to Slack (1998), value
from the customer's perspective can be defined as the degree of importance that
the consumer attributes to the good or service. Thus, value is fundamental for
customers, and is related to their perception of what is offered to them.
Therefore, the process of determining value for the client must be done in a
systematic and collaborative way. On the other hand, when the value to the
client is guided as a strategy of market expansion are made through initiatives
within the internal and external relationships of the organization, both
reactively and proactively (Child, 1997).
More and more people are willing to
pay to experience sensations and not simply purchase products and/or services
(Schmitt, 2002), so customer experience management is one of the most important
ways to drive higher value-added service innovations (BERRY ET AL., 2006).
Figure 1 illustrates the perspective of customer value-oriented processes
linked to market expansion strategies.
Figure 1:
Customer Value x Market Strategy
Source: prepared by the authors, based on the research
Figure 1 presents the process that
indicates how a company can generate value for the client, which is one of the
great challenges of companies. In this sense, an organization, when facing the
external world in which it operates or intends to act, to the search for market
strategies to build its future, needs to be able to individualize, for each of
the specific areas, which distinctive strategies are more recommended in each
case (COSTA, 2006).
For Cobra and Ribeiro (2000)
customers know what their needs are, but often cannot attribute the real value
to their demands. The authors state (2000, p. 118-119) that "value from
the customer's perspective is constituted from information obtained through
interviews with several consumers (customers) of each important segment".
According to Prahalad et al. (2004) the strategy aimed at market expansion is
the means of how the organization will become competitive, the goals that the
company seeks through operational processes that are sales, distribution,
labor, purchases, lines of products, marketing, target market and finance.
Figure 2 illustrates how market strategies are generated through added value.
Figure 2: Value x Marketing
Source: elaborated by the authors, based on the research.
According
to the model presented in Figure 2, it should be noted that for the strategies
that arise through market expansion to have the expected result, the company
needs to plan and know the art of properly using physical, financial and
financial resources available in it with a view to minimizing problems and
maximizing opportunities (Oliveira, 2007).
In
this context, market expansion needs to be planned at the "right"
time the non-expansion, can cause market loss and, the only solution ends up
being also the sale or association with larger companies, if not the operation
becomes unsustainable. These facts indicate the need for the company to
maintain constant monitoring of its growth vector and to execute a correct
planning of each phase of the expansion process, in this way the opportunities
for errors will be minimized (Oliveira, 2007).
4.
WOODRUFF’S (1997) PROPOSAL FOR VALUE
DEFINITION
Woodruff (1997, p.140) puts it:
"By customer value we understand the customer's perspective of an
organization, whether final consumer, or intermediate, or industrial consumer,
considering what the customer wants and believes he can buy and use the product
of organization." By analyzing a series of definitions proposed by several
authors for customer value, Woodruff (1997, p.141) identified areas of
consensus and others in which the concepts of value to the client diverge.
Woodruff (1997) pointed out
differences in the bases of construction of definitions. First, he stressed
that a diversity of terms, such as quality, benefits, value and utility, is
employed, without a clear definition of them. The comparison, in this way,
becomes more difficult, leading to the following type of questioning: does the
value to the client, which has quality as a basis, have the same sense of value
for the client, which takes the benefits into account? It is not possible to
answer this question without first examining the meaning and secondary
concepts, such as quality and benefits, that support the definitions presented.
It also proposes that value to the
customer is the next source of competitive advantage for organizations. For
Woodruff, a customer-oriented organization needs to learn extensively about the
markets and target customers, understanding what their customers understand by
value, in what ways the organization should focus its efforts, how well the
organization delivers value from the customer's perspective and what customers
will value in the future (Woodruff, 1997).
Seeking to understand what value is
to the customer (VPC), Woodruff found that the various concepts that have
emerged in the last decade differ in meaning, because they use terms such as
utility, benefits and quality, which by themselves are not well defined, making
difficult to compare concepts. However, these concepts have some similarities:
the VPC is inherent or linked to the use of a product; it is something
perceived by the client and not objectively defined by the offeror; and
involves an exchange between what the customer receives and what gives to
purchase or use the product. Woodruff (1997 p. 142) then proposes its
definition of VPC:
Customer value is a perceived customer preference for a product and an
evaluation of those product attributes, performance of attributes and
consequences that arise with the use that facilitate (or hinder) the
achievement of the objectives and purposes of the customer in the situations of
use.
Finally, the author found
differences in the proposed classifications on the types of value for the
client. Among the classifications, he showed that of Sheth, Newman and Gross
(1991), which distinguishes five value categories that can be provided by a
product. Sheth, Mittal and Newman (2001, p. 333) present this value
categorization, as described below.
1. Functional: a product or service satisfies its physical or
functional purpose (e.g., cleaning soaps and remedies to relieve physical
ailments).
2. Social: a product or service meets social need through
its association with certain demographic, socioeconomic, or ethno cultural
segments of a society (e.g., wearing Polo shirts to identify with people
successful and high-income).
3. Emotional: the product or service satisfies this need by creating
appropriate emotions and feelings, such as the joy, love, or respect a person
feels when he receives a gift.
4. Epistemic: the product or service satisfies the human
need to know or learn something new; for example, buy and read a newspaper,
watch a news cast on TV, buy an encyclopedia or books of History, science and
commerce.
5. Situational: Certain products or services meet needs that
are situational or contingent in a particular place or time: for example, an
emergency repair in the car during a trip out of the city.
Woodruff's (1997) conceptualization
incorporates the notion of desired and received values and asserts that the
value originates from the perceptions learned from the client, as well as from
their preferences and evaluations. The definition also highlights the value in
situations of use of the product, linking product attributes and their
performance to the consequences of use and the objectives intended by the
customer with the use of the product (or personal values). The idea of relating
attributes, consequences and intended objectives (or personal values) is
anchored in the conceptual structure of the half-end chain model (Gutman, 1982)
– adapted in Figure 3 by Woodruff and Gardial (1996).
Figure 3: Customer Value Hierarchy Model
Source: adapted from Woodruff (1997); Woodruff and Gardial (1996).
Although Woodruff's definition is
broader and does not focus only on "give-versus-receive" assessments,
it does not seem to be effective for the operationalization of the construction
of scales to measure value for the client. The multiplicity of contexts (pre
and post purchase), tasks ("preference for" and "evaluation
of") and criteria (product attributes, use consequences and customer
objectives), transforms the construction of a scale or indicator that measures
the VPC construct into challenge (Parasuraman, 1997). Thus, to really transform
value for the customer into a competitive advantage, it is necessary to
understand how customers form their perceptions of value and develop ways to measure
them.
In line with gaining competitive
advantage with value creation, Slater (1997) proposes the development of a firm
theory based on value for the client, recognizing that creating value for the
client is the reason for the existence of the company and its success.
Therefore, the theory of the VPC-based firm would say, according to Slater
(1997, p.164), that "the superior performance of companies is due to an
organizational culture based on value for the client, complemented by their
ability to learn about their customers and about the changes in their needs,
for their management of the innovation process and for their organization
focused on the processes of delivery of value to the customer."
4.1.
Market Expansion Strategy for the Client
The market expansion strategy for
the customer, provides elements for the organization to align its main
indicators of success with meeting customer expectations and market needs,
seeking to measure and monitor the value delivered to the customer through its
products and / or services. In other words, the VPC can be treated as market
orientation. According to Narver and Slater (1990), the expansion strategy
oriented to the market and the customer, seeks to implement, and, create
behavior necessary for the generation of value superior to customers and
continuous superior performance to the business.
Sheth (2001) coin the term market
expansion strategy to define the potential that a product has to satisfy the
needs and desires of customers, considering that these needs and desires vary
from one person to another.
According to Mckenna (2000, p. 48)
"... to survive in dynamic markets, companies need to establish strategies
that survive turbulent changes in the market. They have to build strong
foundations that are not knocked down by storms," that is, companies need
to use all the tools available in the arsenal of marketing communications,
using all their creativity and imagination, to add differentiated values and
benefits to its customers.
The knowledge that an organization
holds about the values in market strategies for customers has implications for
marketing management. These include: (a) market strategy and segmentation; (b)
strategy for positioning products and brands; (c) strategy for planning and
developing products and brands; (d) communication strategy. Each of these
points is examined below:
4.1.1 Market Strategy and
Segmentation
McCarthy (1982, p.173), advocated
the adoption of market strategy and segmentation for greater success in
achieving the company's objectives, including it in the strategic
considerations of the marketing mix. Where the value to the client presents
itself as another possibility of market segmentation, because it is possible to
identify individuals with similar value orientations in relation to their
behaviors (Ikeda & Oliveira, 2015).
Vinson, Scott and Lamont (1997, p.
48) support this view, admitting that knowledge of value guidelines provides an
efficient and measurable set of variables that expand marketers' knowledge
beyond demographic differences and psychographic.
According to Richers (1991, p.22),
the company should focus its segmentation options from four different angles:
that of the sector, which is a problem of competition; the segments, which is a
problem of opportunity; that of products, which is an adaptation problem;
distribution and communication, which is a problem of choice. Of these four
variables, only the latter two lend themselves to manipulation and should
therefore be explored as the first to take into account.
The change in values also has
important implications for market strategy and segmentation. In this respect,
Vinson, Scott and Lamont (1977, p. 48-49) warn that organizations should be
more concerned with evaluating changes in the size and composition of value
segments and the implications of these changes for marketing. They argue that
marketing management could use this information to "identify new product
opportunities and modify existing products to be consistent with consumer value
profiles."
It was, therefore, based on previous
studies on value and behavior of the client (Young & Feigin, 1975; Howard,
1977; Vinson & New Life, Scott & Lamont, 1977) that Gutman (1982)
proposed the model of half-end chains, designed to provide a theoretical
structure capable of interconnecting the values of consumers to their
behaviors.
4.1.2 Product and Brand
Positioning Strategy
The theoretical conception of
product and brand positioning begins in 1969, when Jack Trout wrote the article
"Positioning is a game people play in today's me-too market place",
in Industrial Marketing. In the article, the author recalls that a position is
a relative state and such a concept implies a comparison between competing
offers, from their brands with the aim of constructing a meaning (Trout, 1969).
Keller and Machado (2006) created a
model for creating positioning for a brand. The authors argue that deciding
positioning requires: 1) determining the reference structure (identifying the
target audience and competitor) and 2) defining the ideal brand associations
(parity points and points of difference). In this case, parity points would aim
to place the mark in relation to a given category, while the points of
difference would fulfill the function of creating the differentiations in
relation to that target competitor.
The suggestion of Vriens and
Hofstede (2000) is that once the attributes, consequences and personal values
are identified, the respondents evaluate the brand at each of the levels
considered, enabling the positioning of the same at all levels. Reynolds and
Gutman (1988, p. 26) explain that for many product categories or subclasses of
categories, it is more likely that respondents' judgment on preferences for a
product or brand is made at the levels of consequence and personal value,
rather than at the attribute level.
Vriens and Hofstede (2000, p. 4)
argue that often, "in marketing research, products and brands are
characterized as a set of attributes and that this is not sufficient for
positioning". They argue that attribute quantification does not always
provide a panacea for brand positioning and the development of communication
strategies.
4.1.3 Product and Brand
Planning and Development Strategy
In today's context, in an open and
competitive society, the first challenge or first function of an entrepreneur
is to anticipate the needs of one or more markets in the immediate and
long-term future. Therefore, the strategy of planning and development of
products and brands are how they constitute the basis of a company's operations
(Gobe et al., 2004).
According to Vriens and Hofstede
(2000, p. 7), the key element in the successful development of a product is the
clear identification of the central benefit provided by it, which, in the
authors' opinion, is associated with a "short list of strategic benefits
that the new product provides and how the product will provide these
benefits."
Companies can add new products
through acquisitions or product and brand development. However, the acquisition
process can take three forms: such as buying from other companies, acquiring
patents from other companies, or purchasing a license or franchise from another
company (Kotler & Keller, 2006). Gutman (1982, p. 71) considers that the
fact that product attributes are used by consumers to infer the presence of
desired consequences allows clarifying specifications for product development.
In this sense, a new product can be
considered as the development and introduction of a product, not previously
manufactured by the company, on the market or the presentation of a new product
already existing in a new market not previously operated by the company (Back
& Forcellini, 2001). "For the standard product development process to
be used by multiple people, it is documented in the form of a model" (Rozenfeld
et al., 2006, p.41).
Likewise, Gobe et al (2004) points
out that at this stage the product formula, its measurements, colors, sizes,
models, aromas, flavors, dimensions, etc., as well as the packaging, name and
brand, desired price level are defined; that is, the main elements of the
marketing compound.
4.1.4
Communication Strategy
In what sense can we qualify
"communicative" and "strategic"? Perez (2012, p.124) also
poses an important and fundamental question when he speaks "¿de qué estratégia y de que comunicación estamos hablando?".
Can we say that strategic communication and communication strategies are the
same thing or are there characteristics that differentiate them and above all,
whether they are relevant for communication strategy studies in organizations?
Vinson, Scott and Lamont (1977, p. 48-49)
believe that promotional messages can be developed not only to refer to desired
attributes in a product, but also to consider the values associated with these
attributes. According to Reynolds and Whitlark (1995, p. 10), the most obvious
communication strategy is simply to reinforce the existing links between the
distinctive attributes of a product and the consequences and values relevant to
the consumer, to which they are associated.
The idea of Vriens and Hofstede (2000, p
7-8) "is that consumers are asked about the values that advertising
evokes, which provides perceptual guidance, as it indicates the positions that
are clear, as well as those that need to be reinforced or announced".
In this interim, most theories and
methodologies place the communication strategy as a broad and systematic
process. The authors Oliveira and Paula (2007, p.41) consider that "...
gain strength the idea of strategic thinking and shared methodologies of
communication strategies, capable of delineating directions with long-term
focus, aimed at generating value [...]."
For Oliveira and Paula, it is necessary to
understand the communication strategy reference from at least two relevant
aspects: the first, from the perspective of organizations, refers to the
alignment of communication with strategic objectives and the achievement of
organizational results. The second concerns the mediating character of the
internal and external environment, with respect to the insertion of social actors
in organizational decisions (Oliveira & Paula, 2007, p.42).
This position is in line with
the thinking of Reynolds and Whitlark (1995, p. 10), who warn that
communication strategies should not be based only on the results obtained with the
structure of medium-end chains; in addition, it is important to consider
external factors that also influence the scope and nature of strategic
objectives.
5.
FINAL CONSIDERATIONS
In view of the above, the concepts
discussed in this study, it is evident that the client's perspective linked to
a market expansion strategy is directly linked to the customer experience with
all the tangible and intangible elements that make up an offer . Therefore,
companies need to have greater visibility not only of their products and
services offered, but also of the entire system in which they are, including
all the experiences involved during this contact.
It can be highlighted that the perspective
of VPC linked to a strategy of market expansion is closely linked to what the
customer seeks in the current market (product and/or service), but at the same
time the client seeks to be valued (instigated to participate in the generation
of value of products and/or services) in organizations, strengthening affective
bonds in certain organizations.
Furthermore, this study aimed to show in
different concepts what generates value for the client in marketing
administration. For offering or adding value is a concept directly related to
customer satisfaction, one of the main objectives of marketing, vargo points
out and Lusch (2007) defines the concept of value for the client, where it is
used for the measurement of benefit received, and, in this context, the value
of use is related to the work in the organization, as well as the results achieved
by it.
In this way, the activities to increase
the value perceived by the customer should be in line with what he expects, and
yearns for the product, offer, service or company. Where, the increase in the
value perceived by the client should follow this basic formula, increase the
benefits and reduce costs, but what should be the priorities, where to start
and how to do this so that the client is impacted and valued by the proposed
actions companies in generating value for the client (Junior, 2010).
Therefore, the realization of this
research, through a bibliographic analysis, also resulted in some aspects that
need to be mentioned: it presents an important contribution in marketing
administration, when applying theories about perspective value for the client
linked to a market expansion strategy.
It also showed a marketing concept;
concept of value; value from a customer perspective versus market expansion
strategy; Woodruff's proposal (1997) for value definition, and market expansion
strategy and its implications. As a research possibility, the perspective of
value for the client with a multidimensional possibility linked to education in
distance higher education stands out.
REFERENCES
Back, N., & Forcellini F. A.
(2001). Projeto de
produtos. Curso de Pós-Graduação em Engenharia
Mecânica. UFSC.
Apostila.
Barney,
J. B., Hesterly, W. S., & Rosemberg, M. (2007). Administração estratégica e
vantagem competitiva. Pearson Educación.
Berry,
L. L., Shankar, V., Parish, J. T., Cadwallader, S., & Dotzel, T. (2006).
Creating new markets through service innovation. MIT Sloan management
review, 47(2), 56.
Child,
J. (1997). Strategic choice in the analysis of action, structure, organizations
and environment: Retrospect and prospect. Organization studies, 18(1), 43-76.
Cobra, M., & Ribeiro, Á.
(2000). Marketing: magia e sedução. Cobra.
Costa, E. A. (2006). Gestão estratégica. 6. ed., São Paulo. Saraiva.
Drucker, P. F. (1994). A
teoria dos negócios. Boston: Harvard Business Review.
Fonseca, D. (2015). A cocriação de valor no
desenvolvimento de uma nova marca na indústria farmacêutica em Portugal. (Doctoral dissertation).
Forcellini, F.,
& Rozenfeld, H. (2006). Gestão de desenvolvimento de produtos: uma referência para a melhoria do
processo. São
Paulo: Saraiva.
Frio, R. S., Brasil, V. S.,
& Dietrich, J. F. (2013) O Processo de Cocriação de Valor entre Empresas e
Consumidores: uma análise comparativa de dois casos da indústria de bens de
consumo. Revista de
Administração IMED.
Gobe, A. C., et al. (2004). Gerência
de produtos. São Paulo:
Saraiva.
Gummesson, E.
(2007). Exit services marketing-enter service marketing. Journal of
customer behaviour, 6(2),
113-141.
Gutman, J.
(1982). Um modelo de cadeia de meios-fim baseado em processos de
categorização do consumidor. The Journal of Marketing,
60-72.
Howard,
J. A. (1977). Consumer behavior: Application of theory. McGraw-Hill
Companies.
Ikeda,
A. A. (2005). MODESTO VELUDO-DE-OLIVEIRA, T. O conceito de valor para o cliente:
definições e implicações
gerenciais em marketing. REAd-Revista Eletrônica de
Administração, 11(2).
Jensen,
P. A. (2005). Value concepts and value-based collaboration in building
projects. Proceedings of CIB W096 Architectural Management, 3-10.
Junior, J. H. R. (2010). O valor percebido e o cliente. http://www.portaldomarketing.com.br/Artigos/Valor_Percebido_e_o_Cliente.htm. Acesso em 04 de set. de 2018.
Keller, K. L., Machado, M.,
&Marques, A. S. (2006). Gestão estratégica de marcas. Pearson
Educación, 2006.
Kotler, P. (2012). Kotler on marketing. Simon and
Schuster.
Kotler,
P., & Keller, K. L. (2006). Administração
de marketing. Tradução de: Mônica Rosenberg, Brasil Ramos Fernandes e Cláudia Freire.
Las Casas, A. L. (2008). Marketing
educacional: da educação infantil ao ensino superior no contexto brasileiro. São
Paulo: Saint Paul.
Lindgreen,
A., & Wynstra, F. (2005). Value in business markets: What do we know? Where
are we going?. Industrial Marketing Management, 34(7), 732-748.
Mccarthy, E. J. (1982). Marketing. Rio de Janeiro. Campus.
Mckenna, R. (2000). Marketing de relacionamento. São Paulo: Campus.
Narver, J. C.,
& Slater, S. F. (1990). The effect of a market orientation on
business profitability. The Journal of marketing, 20-35.
North,
G. (1992). The Coase theorem: a study in economic epistemology. Inst for
Christian Economics.
Oliveira, G.,
Damacena, C., & Brambilla, F. R. (2014). Cocriação como proposta para
geração de valor:
caso da empresa dental américa. Desenvolve Revista de Gestão do
Unilasalle, 3(2),
129-150.
Oliveira, I. L., & Paula, M. A.
(2007) O que é comunicação nas
organizações?. 2ª ed. São Paulo: Paulus.
Parasuraman,
A. (1997). Reflections on gaining competitive advantage through customer
value. Journal of the Academy of marketing Science, 25(2), 154.
Prahalad, C. K. et al. (2004). Estratégia: a busca da vantagem competitiva. 18. Ed. Rio de Janeiro: Campus.
Perez, R. A. (2018). La estrategia como campo de estudio. ¿Tenemos ya un nuevo paradigma?. Revista Mediterránea de Comunicación, 5(2), 9-31. Disponível em: <http://mediterranea-comunicacion.org/>. Acesso em 04 de set.
Reynolds, T. J.,
& Whitlark, D. B. (1995). Escada de dados para a estratégia de comunicação e prática
publicitária. Jornal de pesquisa publicitária.
Reynolds, T. J., & Gutman, J.
(1988). Laddering theory, method, analysis, and interpretation. Journal of Advertising Research,
New York, 28, 11-31, Feb./Mar.
Richers, R. (1991). Segmentação de mercado: uma visão de conjunto. In: Richers, R., Lima, C. P. Segmentação: opções estratégicas para o mercado brasileiro. São Paulo: Editora Nobel.
Richins,
M. L. (1994). Valuing things: The public and private meanings of
possessions. Journal of consumer research, 21(3), 504-521.
Santos,
T., Lima, M. V. V., Brunetta, D. F., Fabris, C., & Seleme, A. (2009). O desenvolvimento do marketing:
uma perspectiva histórica. REGE Revista de Gestão, 16(1), 89-102.
Saraceni, S. (2015). Cocriação de valor no
relacionamento empresa-cliente: um estudo exploratório (Doctoral
dissertation, Universidade de São Paulo).
Schmitt,
B. H. (2002). Marketing experimental–Exame. NBL Editora.
Sheth, J. N., Mittal, B., &
Newman, B. (2001). Comportamento
do cliente: indo além do comportamento do consumidor. São Paulo: Atlas.
Sheth, J. N., Newman, B. I., &
Gross, B. L. (1991). Consumption
values and market choices: theory and application. Cincinnati:
South-Western.
Shostack,
G. L. (1977). Breaking free from product marketing. The Journal of
Marketing, 73-80.
Slack,
R. A. (1998). The application of lean principles to the military
aerospace product development process (Doctoral dissertation,
Massachusetts Institute of Technology).
Slater, S. F.
(1997). Desenvolver uma teoria da empresa baseada no valor do
cliente. Jornal da Academia de Marketing Science, 25(2), 162.
Trout, J. (1969). Positioning is a
game people play in today’s me-too market place. Industrial Marketing, v.54, n 6, June.
Vargo,
S. L., & Lusch, R. F. (2012). The nature and understanding of value: A
service-dominant logic perspective. In Special Issue–Toward a
Better Understanding of the Role of Value in Markets and Marketing (pp.
1-12). Emerald Group Publishing Limited.
Vargo,
S. L., & Lusch, R. F. (2008). Service-dominant logic: continuing the
evolution. Journal of the Academy of marketing Science, 36(1), 1-10.
Vargo,
S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for
marketing. Journal of marketing, 68(1), 1-17.
Vinson,
D. E., Scott, J. E., & Lamont, L. M. (1977). O papel dos valores pessoais no
marketing e no comportamento do consumidor. O Jornal de Marketing, 44-50.
Vriens,
M., & Hofstede, F. T. (2000). Linking Attribute, Benefits, and Consumer
Values. marketing research, 12(3).
Woodruff, R. B. (1997). Valor
para o cliente: a próxima fonte de vantagem competitiva. Jornal da
academia de marketing science, 25 (2),
139.
Woodruff, R. B.,
& Gardial, S. (1996). Know your customer: New approaches to understanding
customer value and satisfaction. Wiley.
Young, S., &
Feigin, B. (1975). Utilizar a cadeia de benefícios para melhorar a formulação
da estratégia. The Journal of Marketing, 72-74.