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Key Terminology and Evolution of e-Business Read chapter Read first chapter

2020 | OriginalPaper | Chapter

8. Creating and Capturing Value Through e-Business Strategies

Authors : Tawfik Jelassi, Francisco J. Martínez-López

Published in: Strategies for e-Business

Publisher: Springer International Publishing

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Abstract

In this chapter, we illustrated how value is created and captured via e-business strategies, which can be divided into two parts: theory and practice. First, we will discuss some basics on value creation and capture so that readers can generally grasp the gist of value creation and capture. Second, two distinct perspectives on value creation and capture are introduced. We highlighted the importance of the Service-Dominant logic because it is more fit with e-business. Third, based on the Service-Dominant logic, we revealed the different roles of a business and customers in value creation. Fourth, to bring together, we depicted the causal pathways of value creation and value capture so as to point out the key activities that a business should notice in the pathway. Last, we applied theoretical parts into a business case, WeChat.

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previous chapter Exploiting Opportunities of New Market Spaces in e-Business
next chapter Choosing the Appropriate Strategy for the Internal Organization of e-Business Activities
Footnotes
1
For more details see Pitelis (2009).
 
2
Ibid., p.1118
 
3
The discussion on the conjectured value is based on the literature: C.N. Pitelis, op. cit., 2009, pp. 1115–1139
 
4
C. Bowman and V. Ambrosini, op. cit., 2000, pp. 1–15
 
5
The following paragraphs in this section are adapted from this: Lepak et al. (2007)
 
6
For more details on why Yahoo failed, see McGoogan (2016).
 
7
The discussion on the G-D logic is based on Vargo and Lusch (2008).
 
8
Source: “Apple Reports First Quarter Results,” Apple Newsroom, 1 February 2018. Available at 7 https://​www.​apple.​com/​newsroom/​2018/​02/​apple-reports-first-quarter-results/​
 
9
This section is adapted from Grönroos and Voima (2013b).
 
10
For a global ranking of smartphones, see Yan (2018).
 
11
The General Data Protection Regulation 2016/679 is a regulation in European Union (EU) law on data protection and privacy for all individuals within the EU and the European Economic Area (EEA).
 
12
This section on the causality of value creation and capture is adapted from C.N. Pitelis, op. cit., 2009, pp. 1115–1139.
 
13
For more details on WeChat see Coresight, “Understanding WeChat, China’s Super App: Part 1—The Definite Leader in China,” Coresight Research, 5 September 2018; Coresight, “Understanding WeChat, China’s Super App: Part 2— How WeChat Mini Programs Spell Opportunity for Brands and Retailers,” Coresight Research, 12 January 2019.
 
14
For more details on WeChat see Coresight, “Understanding WeChat, China’s Super App: Part 1—The Definite Leader in China,” Coresight Research, 5 September 2018; Coresight, “Understanding WeChat, China’s Super App: Part 2— How WeChat Mini Programs Spell Opportunity for Brands and Retailers,” Coresight Research, 12 January 2019.
 
15
Ibid.
 
16
See also Wildau (2017).
 
Literature
Bowman, C., & Ambrosini, V. (2000). Value creation versus value capture: Towards a coherent definition of value in strategy. British Journal of Management, 11(1), 1–15.CrossRef
Grönroos, C. (2011). Value co-creation in service logic: A critical analysis. Marketing Theory, 11(3), 279–301.CrossRef
Grönroos, C., & Voima, P. (2013a). Critical service logic: making sense of value creation and co-creation. Journal of the Academy of Marketing Science, 41(2), 141.CrossRef
Grönroos, C., & Voima, P. (2013b). Critical service logic: making sense of value creation and co-creation. Journal of the Academy of Marketing Science, 41(2), 133–150.CrossRef
Martínez-López, F. J., Anaya, R., Aguilar, R., & Molinillo, S. (2015). Online brand communities: Using the social web for branding and marketing (p. 4). Springer.
Pitelis, C. N. (2009). The co-evolution of organizational value capture, value creation and sustainable advantage. Organization Studies, 30(10).
Pitelis, C. N., & Teece, D. J. (2009). The (new) nature and essence of the firm. European Management Review, 6(1), 5–15.CrossRef
Vargo, S. L., & Lusch, R. F. (2008). From goods to service (s): Divergences and convergences of logics. Industrial Marketing Management, 37(3), 254–259.CrossRef
Vargo, S. L., & Lusch, R. F. (2017). Service-dominant logic 2025. International Journal of Research in Marketing, 34(1), 46–67.CrossRef
Wildau, G. (2017, August 10). China targets mobile payments oligopoly with clearing mandate. Financial Times.
Grönroos, C., & Voima, P. (2013). Critical service logic: Making sense of value creation and co-creation. Journal of the Academy of Marketing Science, 41(2), 133–150.CrossRef
Lepak, D. P., Smith, K. G., & Taylor, M. S. (2007). Value creation and value capture: A multilevel perspective. Academy of Management Review, 32(1), 180–194.CrossRef
Pitelis, C. N. (2009). The co-evolution of organizational value capture, value creation and sustainable advantage. Organization Studies, 30(10), 1118.CrossRef
Vargo, S. L., & Lusch, R. F. (2008). From goods to service (s): Divergences and convergences of logics. Industrial Marketing Management, 37(3), 254–259.CrossRef
Metadata
Title
Creating and Capturing Value Through e-Business Strategies
Authors
Tawfik Jelassi
Francisco J. Martínez-López
Copyright Year
2020
Publisher
Springer International Publishing
Book
Strategies for e-Business

Print ISBN: 978-3-030-48949-6

Electronic ISBN: 978-3-030-48950-2

Copyright Year: 2020

DOI
https://doi.org/10.1007/978-3-030-48950-2_8