000			09073cam a2200385 i 4500
003			FlBoTFG
005			20250415121350.0
008			230509s2023 nyua o 000 0 eng d
020			_a9781003381624
020			_a1003381626
020			_a9781000868920
020			_a1000868923
020			_a9781000868937
020			_z9781032464237
020			_z9781032464220
041			_aEnglish
072		7	_aKJC _2bicssc
082	0	4	_a658.401 _223/eng/20230517 _bMAH
100	1		_aMahajan, Gautam,
100	1		_d1946-
245	1	0	_aCreating value for leaders : _bbalancing the interests of customers, employers, investors, and the marketplace / _cGautam Mahajan.
260			_aNY : _bProductivity Press, _c2022.
300			_a232 pages : _billustrations (black and white).
505			_tCover Endorsements Half-Title Title Copyright Dedication Contents Foreword by Professor Philip Kotler Acknowledgements About the Author Introduction The Importance of Value 1 Value Creating Value for Yourself Means Creating Value for Others What Is Real Value? The Impact of Culture on Creating Value The Sense of Value Using Customer’s Bill of Rights to Build a Customer Culture Value of Belonging: The Orphaned Customer Why “What’s in It for Me” Can Kill Value Creation What Does Being Secure Have to Do with Creating Value? Creating Value, Value Co-creation, and Value Destruction From Value Grabbing to Value Creating: Lesson for Leaders Is Value Co-creation Always Necessary The Value Co-creation Platform Wellbeing and Value Creation: Are They Two Sides of a Coin? 2 Value Creation Education Example of Value Creation in Education: At the Michener Center, U of Texas, Austin Creating Value with Knowledge Training vs. a Learning Mindset in Value Creation 3 Customer Value What Is Customer Value and How Can You Create It? The Eight Principles of Customer Value Creation Some Misconceptions about Customer Value The Memory of Your Experience Is More Important Than Your Experience Customer Value and Customer Satisfaction: Two Sides of the Same Coin? Can Customer Value Change Customer Behaviour and Vice Versa? Don’t Give Away Too Much to the Customer Steps in Value Creation Implementation: The Customer Department Customer Value Journey: Making the Journey Easy and Meaningful Creates Value Customers as Ambassadors How SMEs Benefit by Creating Value for Customers: A Case Study Does a Customer Seek Customer Experience? Customer-centric Circles, the Self-Directed Approach to Service and Mindset Changes Ease and Simplicity Creates Experience and Value 4 Customer Value Starvation Air India, Whither Goest Thou, and Tata: How to Create Value Adding More Value Does Not Cost Much; Creating Low Value Does Cost You Value Creation Implementation Ideas. Avoid Value Destruction When Zero Defects Are the Norm, Why Not Zero Customer Complaints? Nuisance Value: Value Creation or Value Destruction? Value Deprivation 5 Employee Value Employee Value Added Is Not What Companies Think! Value Creation by Employees Eight Tips for Value Creation for HR Professionals: Become Line Managers Employee Journey Using Employees to Build Market Place Foresight and Value Creation Do Specialists Create More Value Than Generalists? 6 Businesses and Institutions Value Creation Is Output/Input Are Companies Loyal? The Real Sources of Value: Assets and Performance Value Creation and Destruction in Customer Value Constellations Four Types of Companies: My Learnings from Value Creation Nine Reasons Why Your Company Isn’t Creating Value Building Silos or Breaking Silos? Internal Customer Is a Flawed Concept! Management by Creating Value Does Value Creation Need Financial Incentives? Companies Misunderstand Price The Case for Value Creation Centres: Value Councils Go Beyond Pricing Councils and Innovation Councils Journey of a Customer Value Creation Evangelist: From Companystan to Customerstan 7 Profits and Value How the Pure Profit Motive Destroys Value The Great Balancing Act: You Can Tip the Balance! Increase Profits Death of Profit: Customer Power Requires a Mindset Change to Improve Customer Retention and Profits Value Added Stories to Increase Price How Economics Creates Value 8 Value Destruction The Ukraine War Showcases Value Destruction and Learning from It Look at Value Destruction to Create More Value Co-Destruction Value Destruction: Non-Value-Added Tasks Destroy Value Will Value Destruction Ace Value Creation? Big Brother: Google, Apple, and Microsoft Power and Value Money and Power: Motivators of Conscious or Unconscious Value Destruction 9 Leaders, Executives, and Value Creation Value Creation and Leaders Can Non-Owner Stakeholders Select CEOs to Create Value? To Create More Value, Leaders Should Not Always Lead Fear: Value Creator or Value Destroyer for Leaders Trust Creates Value Should Creating Value Be Part of Leadership and Education Why Leadership Development Programs Fail: A Contrarian View Why Training Does Not Create Great Leaders? The Leadership Skill of Being Able to Unlearn: Create Value through Unlearning No Time for Customers? Conduct a Task Audit Are You a Value Creator or a Value Taker? The Chief Creating Value Officer Value Creation Implementation Ideas. Avoid Value Destruction 10 Transformation and Value Creation Value Creation for Transformational Growth of an Organization Transforming companies through Value Creation, Not Value Destruction: The Balancing Act 11 Purpose and Value Creation Our Purpose in Life The Purpose of a Company Defined by the World Economic Forum Why Purpose Creates Value What Is Value Creation and the New Purpose of a Company? 12 Sustainability and Value Creation Creating Value through Sustainability Value Washing 13 Disruption and Creating Value Creating Value in a Disrupted Marketplace Marketing and Disruption Creating Value Out of Value Destruction by COVID-19 14 Marketing and Value Creation Marketing Must Prevent Customer Value Starvation to Increase Profits Can Marketing Be a Value Destroyer? Pitching Your Value Proposition: How to Focus on What Customers Value De-Commoditizing Commodities: Add Value Customer and Value Migration Value of Being Anonymous? Does Planned Obsolescence Destroy Value? My Terms or Yours: What Creates More Value? 15 Value Creation and Technology Why Creating Value Is a Skill Needed for the Future with AI and Technology Technology as a Potential Value Destroyer CIOs Can Be True Value Creators 16 Value Creation for Suppliers and Partners Are You Adding Value to Your Suppliers and Partners? The Supplier Strikes Back 17 Value and Values Driving Businesses from Values: Values Create Value (And Higher Profits) Value and VBA Corporate Unconsciousness: A Wakeup Call 18 Value Waiting to Happen and Innovation Value Waiting to Happen Appendix A: Guide to Customer Value Creation Definitions Index
520			_aCreating value is the foundation of all business. It's what sets you apart from your competition, secures long-term customers, and brings distinct meaning to your brand and your stakeholders. Without creating value for your business, your unique offering will be seen as just another commodity in the eyes of your target market. Creating value is in every business leader's vocabulary and uppermost in their overall strategy. In fact, creating value is the purpose of a company according to the Business Roundtable and the World Economic Forum. That is another key reason why more people want to understand and utilise value creation for their benefit and the good of their stakeholders. Many companies and leaders seek to create value but do not know how to. As a result, they create and destroy value unconsciously. This book shows you how to create value consciously. To create long-term value, organizations need to put in place the mindset, capabilities, and relationships that enable them to meet the needs of their customers and stakeholders. This book makes value creation understood and used by executives and leaders more effectively. The book describes value creation in its various nuances, how it arises, how it is used, and the width and scope of value creation, from how it impacts a company and how that company can become more successful by creating value for customers and other stakeholders. The author also provides tips for CEOs, managers, HR, and other professionals on how to succeed in value creation as a long-term strategy and in day-to-day work. Numerous examples and case studies illustrate the points being made by the author.
650		0	_aStrategic planning.
650		0	_aChief executive officers.
650		0	_aCustomer relations.
856	4	0	_uhttps://ezproxy.lib.gla.ac.uk/login?url=https://www.taylorfrancis.com/books/9781003381624
856	4	2	_uhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf
856	4	0	_zConnect to e-book
856	4	2	_zOCLC metadata license agreement
907			_a.b40378639
942			_2ddc _cBOOKS
999			_c44180 _d44180