145
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Leading Change: A Cus ome Value F amewo k
CHAPTER 8
Leading Change:
A Cus ome Value F amewo k
MIKA YRJÖLÄ, HANNU KUUSELA, ELINA NÄRVÄNEN,
TIMO RINTAMÄKI & HANNU SAARIJÄRVI
Takeaways o Leading Change
Complex and dynamic changes like digi alisa ion and dis up i e business
models as well as en i onmen al and sus ainabili y challengess a e pa
o any o ganisa ion’s en i onmen oday. The e is inc easing unce ain y
conce ning he ac ions needed om manage s and execu i es o succeed.
The cus ome alue amewo k p esen ed in his chap e o e s a
simpli ying ool and heu is ic o manage s o use in complex decision
si ua ions. The amewo k enables manage s o build a conc e e ou side-in
ision o o ganisa ional change. I helps manage s o ocus on ou side-in
hinking – s a ing om unde s anding wha is aluable and meaning ul
o he cus ome , a key s akeholde o any o ganisa ion. I mo es on o
he way alue can be c ea ed ela ionally wi h cus ome s as well as how i
can be ul ima ely cap u ed. Ou side-in hinking is c ucial in oday’s VUCA
wo ld (Elking on, an de S eege, Glick-Smi h, & Moss B een, 2017). I
o ganisa ions ocus only on hei in e nal pe spec i e, hey may all behind
as hey lose sigh o wha is happening in hei ex e nal en i onmen . The
chap e p o ides an impo an in oduc ion o cus ome alue o s uden s,
schola s and p ac i ione s bo h wi hin and ou side he ield o ma ke ing
in e es ed in leading a cus ome -o ien ed change.
146
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Leading Change: A Cus ome Value F amewo k
C
us ome alue is a co e pu pose o success ul o ganisa ions and se es
as a ehicle o leading and communica ing change – he undamen al
heme o his book. Cus ome alue cap u es wha cus ome s pe cei e
as meaning ul and impo an . O ganisa ions which s i e o adop he
cus ome ’s pe spec i e will bene i om he cus ome alue amewo k.
Keeping he cus ome ’s pe spec i e a he hea o o ganisa ional decision-
making will ensu e he o ganisa ion emains ele an o one o i s key
s akeholde s – he cus ome s. The cus ome - alue amewo k is no
some hing ha can be implemen ed only as a op-down, hie a chical
managemen p ocess in he o ganisa ion. Ra he , i emphasises he
ole o on line employees who a e in e ac ing
wi h cus ome s. These employees o en ha e i al
knowledge abou wha cus ome s’ alue. Cus ome
alue is a ela ional concep in he sense ha i
p omp s hinking in ou side-in a he han adi ional
inside-ou e ms. Ou side-in hinking is becoming
c ucial in oday’s VUCA wo ld; ha is, ola ile,
unce ain, complex and ambiguous (Elking on e al.
2017. See also Chap e 1 in his book). I o ganisa ions
ocus only on hei in e nal pe spec i e, hey may
all behind as hey lose sigh o wha is happening
in hei en i onmen due o o ces o change like
digi alisa ion, sus ainabili y challenges and dis up i e business models.
The cus ome alue amewo k enables manage s o build a conc e e
ou side-in ision o o ganisa ional change.
The pu pose o his chap e is o o e a imely in oduc ion o cus ome
alue as a amewo k o leading change. I consis s o h ee pa s. In he
i s pa , he concep o cus ome alue is explained: wha is i and how
can i be de ined? In he second sec ion, we add ess cus ome alue as
a key d i e in he o ganisa ional ans o ma ion om inside-ou ( i m-
o ien ed) owa d ou side-in (ma ke -o ien ed) o ien a ion. The ou side-
in pe spec i e ex ends a en ion om he in e nal pe spec i e o he
o ganisa ion such as i s esou ces and capabili ies owa d he ex e nal
pe spec i e: i s a s om cus ome s, wha is ele an o hem a he
han wha is impo an o he i m o o ganisa ion. The hi d sec ion
The pu pose o his
chap e is o o e a
imely in oduc ion
o cus ome alue
as a amewo k o
leading change.
147
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Leading Change: A Cus ome Value F amewo k
p o ides examples o how o ganisa ions success ully apply he cus ome
alue amewo k in hei espec i e con ex s.
De ining Cus ome Value
Cus ome alue en ails wha cus ome s pe cei e as meaning ul and
impo an o hem. I is a he co e o con empo a y ma ke ing
1
. I
add esses he wo sides o he same coin: why cus ome s choose and buy
ce ain p oduc s o se ices and become loyal o pa icula companies, and
why hese companies and o he o ganisa ions succeed (Kuma & Reina z,
2016). These wo pe spec i es – cus ome and company pe spec i es o
alue – a e widely used in consume and buye beha iou esea ch as well
as managemen and s a egy li e a u e. They a e ele an o companies
and public sec o o ganisa ions alike (Mi onen & Rin amäki, 2012). The
concep o cus ome alue add esses he na u e, s uc u e and dimensions
o alue om he cus ome ’s pe spec i e (Holb ook, 1994; 1999; Khali a,
2004; Galla za, Gil-Sau a, & Holb ook, 2011). The concep o cus ome alue
p oposi ion en ails he s a egic posi ioning o compe i i e ad an age
based on alue c ea ed o a ge ed cus ome segmen s om he company’s
pe spec i e (Webs e , 1994; Ande son, Na us, & Van Rossum, 2006).
Despi e he a ious endea o s o a icula e he ul ima e de ini ion
o cus ome alue, esea che s ha e concluded no single explana ion
encompasses all aspec s o he concep ( o a e iew, see e.g. Galla za e
al., 2011). Ins ead, esea che s ha e add essed he concep om di e en
pe spec i es, ocusing on he na u e, s uc u e and dimensions o cus ome
alue. These pe spec i es p o ide a holis ic iew o he cus ome alue
concep and a e discussed nex in mo e de ail.
Fi s , Holb ook (1999, p. 5) de ines he na u e o cus ome alue as
“an in e ac i e, ela i is ic p e e ence expe ience.” Compa ed o o he
concep s such as quali y, cus ome alue is no an objec i e cha ac e is ic
1 ”Ma ke ing is he ac i i y, se o ins i u ions, and p ocesses o c ea ing, communica ing,
deli e ing, and exchanging o e ings ha ha e alue o cus ome s, clien s, pa ne s, and
socie y a la ge” (Ame ican Ma ke ing Associa ion, 2013).
148
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Leading Change: A Cus ome Value F amewo k
o any a e ac , bu pe cei ed (and o en co-c ea ed) in in e ac ion be ween
a cus ome and a p oduc o se ice. Fu he , cus ome alue is a subjec i e
e alua ion, emphasising he ole o con ex ual ac o s such as use si ua ion,
ime and pe sonali y. P e e ence e e s o he idea ha he cus ome makes
compa isons be ween di e en op ions and makes judgemen s based on
liking some mo e han o he s. Cus ome alue is no only abou wha
happens in he mind o he cus ome – he decision p ocesses and cogni i e
in o ma ion p ocessing ela ed o choosing p oduc s and se ices. I is
also abou how cus ome s expe ience alue h ough all o he i e senses
in p e-pu chase, pu chase and pos -pu chase e en s.
Second, he s uc u e o cus ome alue is impo an , because i helps
in unde s anding alue as an ou come o e alua ion and in iden i ying
he hie a chical le els whe e he e alua ion p ocess (i.e. alua ion) akes
place. F om bo om o op, hese le els include a ibu es, consequences,
and goals/pu poses. The s uc u e o cus ome alue is o en de ined
a he consequences le el, as an equa ion o bene i s and sac i ices
(Zei haml, 1988; Wood u , 1997). This equa ion may ake he o m o
bene i s minus sac i ices (e.g. Ande son e al., 2006) o bene i s di ided
by sac i ices (e.g. Zei haml, 1988). Bene i s and sac i ices a e pe cep ions
o bundles o a ibu es ela ed o p oduc s and se ices in use si ua ions
(Zei haml, 1988; Wood u , 1997). Fo ins ance, p oduc a ibu es such
as luxu ious b and image and expensi e p ice migh be pe cei ed as
s a us. Whe he o no s a us is pe cei ed depends on he goals and
pu poses o he cus ome . Pe sonal and con ex ual ac o s a ec his
e alua ion. Khali a (2004) has sugges ed alue componen s models,
bene i s-sac i ices models, and means-ends models as concep ual le els
o modeling cus ome alue. Value componen s models simply ocus
on posi i e and nega i e a ibu es as decision-making d i e s. Bene i s-
sac i ices models ocus on he cus ome consequences o using p oduc s
and se ices. Means-ends models, hen, ake all h ee le els o p omo e he
unde s anding o he chains linking cus ome goals, p e e ed ou comes
and inally he conc e e and abs ac a ibu es (see also, Puus inen,
Kuusela, & Rin amäki, 2012).
Thi d, he dimensions o cus ome alue depic he subjec ma e o
wha is being app ecia ed. A classic app oach is o di e en ia e be ween
149
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Leading Change: A Cus ome Value F amewo k
u ili a ian and hedonic alue (Ba a & Ah ola, 1991; She h, Newman, &
G oss, 1991; Babin, Da den, & G i in, 1994; Holb ook, 1999). U ili a ian
alue e e s o a ionally de ined, ins umen al ou comes, whe eas hedonic
alue is sel -pu pose ul, and e alua ed based on emo ional c i e ia. These
basic dimensions can be seen as opposi e ends o a con inuum, lea ing
space in be ween o o he dimensions o occu . One a emp o summa ise
hese unde lying dimensions is based on economic, unc ional, emo ional,
and symbolic alue (Rin amäki, Kuusela, & Mi onen, 2007; Rin amäki &
Ki es, 2017). Economic alue ocuses on he p ice o he o e ing. Cus ome
alue is c ea ed h ough low p ices, discoun s and o he mone a y
incen i es. Func ional alue ocuses on solu ions o cus ome p oblems.
I is abou sa ing cus ome s ime and e o (bo h physical and cogni i e).
Con enience, ease o use and agile se ice models c ea e unc ional alue.
Emo ional alue se s he ocus on cus ome expe ience, emphasising he
ole o posi i e eelings and emo ions in alue c ea ion. These may a y
om un and exci emen o eeling elaxed and secu ed. Symbolic alue
hen, ocuses on meanings ha de ine one’s iden i y. Symbolic alue esul s
om s a us (how does he use o his p oduc o se ice p esen me in he
eyes o o he s?), sel -es eem (how I can build and sus ain my own sel -
image?), and sense o belonging (wi h whom do I wan o bond?).
I cus ome alue is a key d i e o consume and buye beha iou , hen
i mus be placed a he hea o o ganisa ional s a egy. This company
pe spec i e o alue is discussed in li e a u e unde he label o cus ome
alue p oposi ion ( o a e iew, see e.g., Payne, F ow, & Egge , 2017).
The o igins o he concep can be ound in la e 1980’s a McKinsey, whe e
Lanning and Michaels (1988) de eloped hei ideas o business as a alue
deli e y sys em. Thei hinking challenged he p e ailing business logic a
ha ime, whe e he p oduc (ion) was he s a ing poin and cus ome he
endpoin . In hei model, hey s a om unde s anding wha cus ome s
alue in he i s place, hence s ee ing he sys em.
Cus ome alue p oposi ion can be de ined as “an encapsula ion o a
s a egic managemen decision on wha he company belie es i s cus ome s
alue he mos ” (Rin amäki e al., 2007, p. 624). I is essen ially a ool
o posi ioning he company a ound cus ome alue c ea ion. As Webs e
(1994, p. 25) explains, a alue p oposi ion can be seen as

150
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Leading Change: A Cus ome Value F amewo k
he e bal s a emen ha ma ches up he i m’s dis inc i e compe encies wi h
he needs and p e e ences o a ca e ully de ined se o po en ial cus ome s�
I ’s a communica ion de ice ha links he people in an o ganisa ion wi h i s
cus ome s, concen a ing employee e o s and cus ome expec a ions on
hings ha he company does bes in a sys em o deli e ing supe io alue�
The alue p oposi ion c ea es a sha ed unde s anding needed o o m a long-
e m ela ionship ha mee s he goals o bo h he company and i s cus ome s�
Ins ead o a me e slogan, he cus ome alue p oposi ion ans o ms
a company’s use o esou ces and capabili ies in o enable s o ele an
dimensions o cus ome alue.
Hence, a good cus ome alue p oposi ion should
a)
inc ease he bene i s and/o dec ease he sac i ices ha he cus ome
pe cei es as ele an ;
b)
build on compe encies and esou ces ha he company is able o u ilize
mo e e ec i ely han i s compe i o s; and
c) be ecognizably di e en (unique) om he compe i ion, and
d) esul in compe i i e ad an age� (Rin amäki e al�, 2007, p� 624)�
Based on he abo e discussion, cus ome alue can be de ined as
an economic, unc ional, emo ional and/o symbolic ou come o he
e alua ion o cus ome -expe ienced bene i s and sac i ices h oughou he
p e-pu chase, pu chase and pos -pu chase s ages. These ou dimensions
o alue also se e as a ounda ion o iden i ying cus ome alue
p oposi ions ha posi ion he o ganisa ion in he eyes o he cus ome s
and s ee he implemen a ion o s a egy wi hin he o ganisa ion.
P oposing cus ome alue challenges companies o make conscious
choices abou he cus ome segmen s hey se e, esou ces hey need, and
compe encies in which hey excel. Based on he s a egic cus ome alue
p oposi ion, ope a ional-le el p ocesses can be designed o c ea ing he
igh alue o he igh segmen s in ways ha b eak ee om adi ional
p oduc -cen ic hinking. C ea ing cus ome alue sugges s new oles o
he cus ome and he o ganisa ion, and inspi es new ways o in eg a e
esou ces o alue c ea ion.
151
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Leading Change: A Cus ome Value F amewo k
Mo ing Towa d Ou side-in Thinking
The li e a u e on s a egic managemen and decision-making unde lines
he need o o ganisa ions o cons an ly change and adap in o de o
ensu e hei su i al. One way o su i e is o ans o m o ganisa ional
decision-making and ac i i ies o be mo e in line wi h he ma ke place.
A key aspec in decision-making is whe he i akes an inside-ou ( i m-
o ien ed) o ou side-in (ma ke -o ien ed) o ien a ion (Day & Moo man,
2010). While bo h ypes o easoning a e needed in all o ganisa ions,
an inside-ou o ien a ion s ill ypically domina es decision-making in
o ganisa ions ac oss indus ies.
An inside-ou o ien a ion o s a egic decision-making s a s by conside ing
he o ganisa ion’s unique s eng hs, such as aluable esou ces, supe io
goods o dis inc capabili ies. I hen in ol es sea ching o po en ial ma ke s
and s a egies o le e aging hese unique esou ces (Hooley, G eenley,
Fahy, & Cadogan, 2001). Inside-ou decision-making is he e o e ocused
on unde s anding, imp o ing and le e aging he o ganisa ion’s cu en
s eng hs. In he sho e m, an inside-ou o ien ed o ganisa ion ypically
succeeds, since cos -cu ing and pe o mance enhancemen exe cises
gene a e angible and di ec esul s on he bo om line. Achie ing a o able
esul s quickly c ea es a posi i e eedback loop. This means o ganisa ions
end o become inside-ou o ien ed o e ime. An o ganisa ion wi h an
inside-ou o ien a ion isks dis ancing i sel om i s ma ke , ul ima ely
losing i s ele ance in he eyes o i s cus ome s and o he s akeholde s.
In con as , an ou side-in o ien a ion places impo ance on ex e nal
conside a ions: i shi s a en ion om in e nal o ganisa ional
cha ac e is ics owa d he ex e nal en i onmen . In ha espec , s a egic
decision-making wi h an ou side-in o ien a ion begins wi h sensing and
in e p e ing ma ke signals, such as eme ging consume ends, shi s in
compe i o beha iou and no el cus ome p ocesses (Payne, S o backa, &
F ow, 2008; Saeed, Yousa zai, Paladino, & De Luca, 2015). These insigh s
a e hen used o an icipa e, in luence and mee ma ke place changes by
de eloping new capabili ies and o e ings (Day & Moo man, 2010).
Many o ganisa ional changes a e a he d i en by ex e nal han
in e nal p essu e. E ol ing ma ke dynamics, such as apidly changing
152
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Leading Change: A Cus ome Value F amewo k
echnological in as uc u e, compe i i e landscape o consume
needs, a e o en he d i e s ha de ine he magni ude and na u e o
change. On a wide scale, sus ainabili y challenges caused by esou ce
sca ci y, en i onmen al deg ada ion and socio-poli ical ins abili y se
he bounda ies o o ganisa ional change. These d i e s a e ex e nal in
na u e, bu exe in e nal p essu e on o ganisa ions: he need o de elop
new compe ences, in oducing digi ised p ocesses o in es ing in a new
p oduc and se ice po olio. Focusing one-sidedly on cu en s eng hs
may lead he o ganisa ion as ay. Ex ending o ganisa ional a en ion in o
he ex e nal en i onmen is a necessi y o any o ganisa ion.
We a gue ha cus ome alue can ac as a key d i e o o ganisa ional
change om an inside-ou o ou side-in o ien a ion. Fi s , i shi s a en ion
om in e nal quali y s anda ds o how cus ome s e en ually pe cei e he
o ganisa ion in ela ion o i s compe i o s. As o ganisa ions g ow, hey
usually build mo e hie a chical laye s be ween op managemen and he
cus ome . O he s akeholde s become mo e isible o decision-make s
han cus ome s and hei changing needs. Fo ins ance, quali y is ypically
measu ed and con olled h ough objec i e, easy- o-measu e me ics, such
as numbe o de ec s pe uni , occu ences o p ocess e o s, o a io o
shipmen s made on ime. Howe e , hese me ics migh no co espond wi h
cus ome pe cep ions o quali y and hus migh be misleading. Cus ome s
may o example judge quali y in e ms o he beha iou o cus ome se ice
pe sonnel, ma ke posi ioning in ela ion o compe i ion, o he b and’s
p ice image – all cap u ed wi hin he no ion o cus ome alue.
Second, cus ome alue p o ides a use ul language and ame o e e ence
o o ganisa ional membe s o e lec upon he cus ome bene i s and
sac i ices ela ed o hei o e ings. Simply by acknowledging ha cus ome
alue is mul idimensional in na u e can ex end o ganisa ional hinking and
decision-making om p oduc ea u es and cos s owa d mo e nuanced
and holis ic conside a ions (Y jölä, Kuusela, Neilimo, & Saa ijä i, 2018).
Conside ing cus ome alue dimensions such as emo ional and symbolic
alue can lead o new insigh s. Fo ins ance, ma ke ing a ideo came a can
be mo e impac ul i he message is posi ioned a ound he c ea ion and
s o age o emo ionally and symbolically impo an memo ies as opposed o
echnical ea u es. As ano he example, a he han ying o educe cos ly
153
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Leading Change: A Cus ome Value F amewo k
queue imes, an o ganisa ion can enhance he cus ome ’s expe ience by
educing bo edom and s ess ela ed o queuing o he se ice.
Thi d, cus ome alue can be used as a ya ds ick in alloca ing sca ce
esou ces be ween compe ing ini ia i es. Po en ial ac i i ies and
in es men s should be measu ed agains hei abili y o c ea e new alue
o cus ome s o ensu e he o ganisa ion emains ele an in hei eyes.
Simila ly, any elemen s o a se ice o e ing ha do no impac cus ome
alue can be elimina ed o educe cos s (Maklan, An one i, & Whi y,
2017). Decision-making should be guided by he goals o enhancing
cus ome -pe cei ed bene i s, c ea ing new ypes o bene i s o educing
cus ome sac i ices.
Cus ome alue is hus a powe ul d i e o igni ing an o ganisa ional
ans o ma ion om inside-ou o ou side-in hinking. This shi in co po a e
mindse makes bo h public and p i a e o ganisa ions mo e sensi i e o
ele an changes ha challenge hei o ganisa ion’s aison d’e e.
The cus ome alue amewo k is depic ed in Figu e 1 as an a ow
om inside-ou owa d ou side-in o ien a ion con aining h ee s eps o
unde s anding (1), c ea ing (2), and cap u ing alue (3).
Cus ome alue as subjec i ely
de e mined cons uc
Cus ome alue as
mul i-dimensional
in na u e
Cus ome alue p oposi ion
(CVP) as a s a egic ool
o managemen
Balancing be ween
cus ome alue and
company alue c ea ion
UNDERSTANDING
VALUE
Focus on cu en
esou ces, p oduc s,
s eng hs and capabili ies
o he company
INSIDE-OUT
ORIENTATION
Focus on how cus ome
needs a e changing, how
compe i o s beha e and
how he i m’s
CVP is pe cei ed
OUTSIDE-IN
ORIENTATION
CREATING
VALUE
CAPTURING
VALUE
FIGURE 1. The cus ome alue amewo k
160
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Leading Change: A Cus ome Value F amewo k
Holb ook, M. B. (1999). In oduc ion o consume alue. In Consume alue:
A amewo k o analysis and esea ch (pp. 1–28). London, England:
Rou ledge Kegan Paul. h ps://doi.o g/10.4324/9780203010679
Hooley, G., G eenley, G., Fahy, J., & Cadogan, J. (2001). Ma ke - ocused
esou ces, compe i i e posi ioning and i m pe o mance.
Jou nal o Ma ke ing Managemen , 17(5–6), 503–520.
h ps://doi.o g/10.1362/026725701323366908
Galla za, M. G., Gil-Sau a, I., & Holb ook, M. B. (2011). The alue
o alue: Fu he excu sions on he meaning and ole o
cus ome alue. Jou nal o Consume Beha iou , 10(4), 179–191.
h ps://doi.o g/10.1002/cb.328
G ön oos, C. (2008). Se ice logic e isi ed: Who c ea es alue?
And who co-c ea es? Eu opean Business Re iew, 20(4), 298–314.
h ps://doi.o g/10.1108/09555340810886585
Gummesson, E. (1995). T u h and my hs in se ice quali y.
The Jou nal o Quali y and Pa icipa ion, 18(6), 18.
h ps://doi.o g/10.1108/09564239110007256
Gummesson, E., Kuusela, H., & Nä änen, E. (2014). Rein en ing
ma ke ing s a egy by ecas ing supplie /cus ome oles.
Jou nal o Se ice Managemen , 25(2), 228–240.
h ps://doi.o g/10.1108/JOSM-01-2014-0031.
Kahneman, D., & T e sky, A. (1979). P ospec heo y: An analysis
o decision unde isk. Econome ica, 47(2), 263–292.
h ps://doi.o g/10.2307/1914185
Khali a, A. S. (2004). Cus ome alue: A e iew o ecen li e a u e and
an in eg a i e con igu a ion. Managemen Decision, 42(5), 645–666.
h ps://doi.o g/10.1108/00251740410538497
Kuma , V., & Reina z, W. (2016). C ea ing and endu ing cus ome alue.
Jou nal o Ma ke ing, 80(6), 36–68. h ps://doi.o g/10.1509/jm.15.0414
Lanning, M. J., & Michaels, E. G. (1988). A business is a alue deli e y
sys em. McKinsey S a Pape , 41, 1–16.
Maklan, S., An one i, P., & Whi y, S. (2017). A be e way o
manage cus ome expe ience: Lessons om he Royal Bank
o Sco land. Cali o nia Managemen Re iew, 59(2), 92–115.
h ps://doi.o g/10.1177/0008125617695285

161
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Leading Change: A Cus ome Value F amewo k
Mi onen, L. & Rin amäki, T. (2012). A opohjainen oimin alogiikka
julkisen sek o in pal elujen ohjausjä jes elmissä [Value-based
logic in public sec o se ice go e nance sys ems]. An onen
A., Ha e i, A. Leh o, J. & Palukka, H. (Eds.). Julkisen ja yksi yisen
ajalla. Julkisen pal elun muu os (pp. 174–216). Tampe e, Finland:
Tampe e Uni e si y P ess.
Neilimo, K., Kuusela, H., Nä änen, E., & Saa ijä i, H. (2015). S G oup’s
ision o s a egic ans o ma ion: “You own s o e”. S a egy &
Leade ship, 43(4), 47–53. h ps://doi.o g/10.1108/SL-12-2014-0101
Nguyen, H. N., Rin amäki T., & Saa ijä i. H. (2018). Cus ome alue in
he sha ing economy pla o m: The Ai bnb case. In A. Smedlund,
A. Lindblom, & L. Mi onen (Eds.), Collabo a i e Value Co-C ea ion
in he Pla o m Economy (pp. 225–246). Sp inge Na u e: Singapo e.
h ps://doi.o g/10.1007/978-981-10-8956-5_12
Payne, A. F., S o backa, K., & F ow, P. (2008). Managing he co-c ea ion
o alue. Jou nal o he Academy o Ma ke ing Science, 36(1), 83–96.
h ps://doi.o g/10.1007/s11747-007-0070-0
Payne, A., F ow, P., & Egge , A. (2017). The cus ome alue p oposi ion:
e olu ion, de elopmen , and applica ion in ma ke ing.
Jou nal o he Academy o Ma ke ing Science, 45(4), 467–489.
h ps://doi.o g/10.1007/s11747-017-0523-z
Puus inen P., Kuusela H., & Rin amäki T. (2012). In es men se ice
p o ide s gaining compe i i e ad an age by ocusing on
consume s’ a ying in es men goals. Jou nal o Financial Se ices
Ma ke ing 17(3), 191–205. h ps://doi.o g/10.1057/ sm.2012.17
Puus inen, P., Maas, P., & Saa ijä i, H. (2014). Wha is being exchanged?
F aming he logic o alue c ea ion in he inancial se ices.
Jou nal o Financial Se ices Ma ke ing, 19(1), 43–51.
h ps://doi.o g/10.1057/ sm.2014.1
Rin amäki, T. & Ki es, K. (2017). F om pe cep ions o p oposi ions:
P o iling cus ome alue ac oss e ail con ex s.
Jou nal o Re ailing and Consume Se ices. 37(C), 159–67.
h ps://doi.o g/10.1016/j.j e conse .2016.07.016
162
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Leading Change: A Cus ome Value F amewo k
Rin amäki, T., Kuusela, H., & Mi onen, L. (2007). Iden i ying compe i i e
cus ome alue p oposi ions in e ailing. Managing Se ice Quali y,
17(6), 621–634. h ps://doi.o g/10.1108/09604520710834975
Rin amäki, T., Kan o, A., Kuusela, H., & Spence, M. T. (2006).
Decomposing he alue o depa men s o e shopping in o
u ili a ian, hedonic and social dimensions: E idence om Finland.
In e na ional Jou nal o Re ail and Dis ibu ion Managemen , 34(1),
6–24. h ps://doi.o g/10.1108/09590550610642792
Saa ijä i, H. (2012). The mechanisms o alue co-c ea ion.
Jou nal o S a egic Ma ke ing, 20(5), 381–391.
h ps://doi.o g/10.1080/0965254X.2012.671339
Saa ijä i, H., Kannan, P.K., & Kuusela, H. (2013). Value co-c ea ion:
Theo e ical app oaches – p ac ical implica ions. Eu opean Business
Re iew, 25(1), 6–19. h ps://doi.o g/10.1108/09555341311287718
Saa ijä i, H., Kuusela, H., Neilimo, K., & Nä änen, E. (2014).
Disen angling cus ome o ien a ion – execu i e pe spec i e.
Business P ocess Managemen Jou nal, 20(5), 663–677.
h ps://doi.o g/10.1108/BPMJ-06-2013-0068
Saa ijä i, H., Mi onen, L., & Y jölä, M. (2013). F om selling o
suppo ing – le e aging mobile se ices in he con ex o ood
e ailing. Jou nal o Re ailing & Consume Se ices, 21(1), 21–36.
h ps://doi.o g/10.1016/j.j e conse .2013.06.009
Saeed, S., Yousa zai, S., Paladino, A., & De Luca, L. M. (2015). Inside-ou and
ou side-in o ien a ions: A me a-analysis o o ien a ion’s e ec s on
inno a ion and i m pe o mance. Indus ial Ma ke ing Managemen ,
47, 121–133. h ps://doi.o g/10.1016/j.indma man.2015.02.037
Schau, H. J., Muñiz J , A. M., & A nould, E. J. (2009). How b and
communi y p ac ices c ea e alue. Jou nal o Ma ke ing, 73(5),
30–51. h ps://doi.o g/10.1509/jmkg.73.5.30
She h, J. N., Newman, B. I., & G oss, B. L. (1991). Why we buy wha we
buy: A heo y o consump ion alues. Jou nal o Business Resea ch,
22(2), 159–170. h ps://doi.o g/10.1016/0148-2963(91)90050-8
163
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Leading Change: A Cus ome Value F amewo k
Webe , E.P., & Khademian, A.M. (2008). Wicked p oblems,
knowledge challenges, and collabo a i e capaci y builde s in
ne wo k se ings. Public Adminis a ion Re iew, 68(2), 334–349.
h ps://doi.o g/10.1111/j.1540-6210.2007.00866.x
Webs e , F. E., J . (1994). De ining he new ma ke ing concep . Ma ke ing
Managemen , 2(4), 22–31.
Wood u , R. B. (1997). Cus ome alue: The nex sou ce o compe i i e
ad an age. Jou nal o he Academy o Ma ke ing Science, 25(2),
139–153. h ps://doi.o g/10.1177/0092070397253006
Y jölä, M., Kuusela, H., Neilimo, K., & Saa ijä i, H. (2018). Inside-
ou and ou side-in men al models: a op execu i e pe spec i e.
Eu opean Business Re iew, 30(5), 529–553.
h ps://doi.o g/10.1108/EBR-10-2016-0133
Y jölä, M. (2014). Value c ea ion challenges in mul ichannel e ail
business models. Jou nal o Business Models, 2(1), 89–104.
h ps://doi.o g/10.5278/ojs.jbm. 2i1.725
Y jölä, M. (2015). Unco e ing execu i e p io i iza ion: E alua ing
cus ome alue p oposi ions wi h he pai wise compa ison
me hod. Jou nal o Se ice Science and Managemen , 8(1), 1–13.
h ps://doi.o g/10.4236/jssm.2015.81001
Zei haml, V. A. (1988). Consume pe cep ions o p ice, quali y,
and alue: A means-end model and syn hesis o e idence.
Jou nal o Ma ke ing, 52(3), 2–22. h ps://doi.o g/10.2307/1251446
Leading Change in a Complex Wo ld: T ansdisciplina y Pe spec i es
Copy igh © 2019 Tampe e Uni e si y P ess and he au ho s
Edi ed by Anni Kangas, Johanna Kujala, Anna Heikkinen,
An i Lönnq is , Ha i Laihonen and Julia Be hwai e
Tampe e: Tampe e Uni e si y P ess