Assessing value co-creation and value capture potential in services: a management framework

Purpose - The purpose of this paper is to investigate the managerial practices to assess value creation and value capture potential in longitudinal buyer-seller relationships, and proposes a framework for evaluating such potential for maximizing sales function efficiency. Design/methodology/approach - The research is based on an exploratory multi-case study with seven internationally operating companies from a variety of industries, with the aim of building the framework for sales opportunity management. The framework is then refined in eight workshops with 21 companies. Findings - The findings suggest that industrial companies need to develop new capabilities to efficiently manage value selling opportunities at different stages of the opportunity lifecycle. Research limitations/implications - The underlying sales approach of the research is proactive value selling in a service business context. The findings may not be generalizable into other sales contexts. Practical implications - The paper provides practicing managers with an actionable sales opportunity management framework for an effective management of sales quality. Originality/value - The research contributes to a previously unexplored area of sales management, and suggests a managerial practice linking strategy to implementation at the customer interface.