Customer Value Creation: Some Empirical Evidence from Market-Oriented Firms

Abstract

Customer value creation has been the subject of numerous conceptual discussions but to date few empirical findings have been advanced. This paper reports a study that focuses on the role of market orientation, perceived value and market performance within the reference framework of integrated “market-oriented value creation” models. The methodology consisted of a double data collection: 146 managers from 54 corporate brands evaluated their market orientation level and 425 customers/purchasers evaluated the perceived value of the branded products that these companies market and expressed their level of satisfaction regarding these same products. The influence of market orientation on perceived value and satisfaction is examined using multiple regression analyses based on an “average/aggregate score” per variable. Study findings support the theory that a business that creates value which the consumer perceives to be superior will see improved market performance (i.e. customer satisfaction). We discuss the results with reference to marketing and managerial implications.