/cgi-bin/koha/opac-search.pl?q=ccl=au%3A%221%2F3%2F2018%22&sort_by=relevance&format=rss 2 0 50 ISBN: /cgi-bin/koha/opac-detail.pl?biblionumber=11495 By 82 | Article.
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Customer valuation refers to the economic value of the customer`s relationship with the firm. This study approaches the topic of customer value for measuring, managing, and maximizing customer contributions by proposing a customer valuation theory (CVT) based on economic principles that conceptualizes the generation of value from customers to firm. The author reviews the established economic theories for valuing investor assets (e.g., stocks) and draws ac comparison to valuing customer contributions. Furthermore, the author recognizes the differences in the guiding principles between valuing stocks and valuing customers ing proposing CVT. Using CVT, the author discusses the concept of customer lifetime value (CLV) as the metric that can provide a reliable, forward-looking estimate of direct customer value. In addition, economic models to estimate CLV, ways to manage CLV using portfolio management principles, and strategies to maximize CLV are discussed in detail. The author extends the customer value concept by discussing ways that a customer can add value to the firm indirectly through incentivized referrals, social media influence, and feedback. Finally, the benefits of CVT to multiple constituencies are offered.

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Lateral exchange markets (LEMs) are sites of technologically intermediated exchange between actors occupying equivalent network positions. To develop an enriched understanding of these markets, the authors develop a more broad-based and differentiated understanding of peer-to-peer, sharing, and access-based markets. They focus on two key axes: the extenxt of (1) consociality and (2) platform intermediation. Drawing on these attributes, the authors theoretically deduce four ideal types - Forums, Enablers, Matchmakers, and Hubs. Each type provides value in a different way. Forums connect actors, Enablers equip actors, Matchmakers pair actors, and Hubs centralize exchange. Twenty organizational cases reveal insights into the failure, adaptation, and success of LEMs. Lateral exchange markets shift responsibility for personal and exchange security to relevant personal actors, to institutions, or to the governing algorithms of technology platforms. Extending the general proposition that sociality increasingly infuses market logics, the findings suggest a new frontier in which social resources and software platform algorithms interact as operand resources whose negative consequences (e.g., opportunism) require careful managment through assurances and institutional arrangements matched to the type of LEM operation.

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