01668nas a2200277   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520087800261653001601139653002801155653002001183653001301203653001301216653001301229653001801242653002001260100001701280700002101297700002001318700001601338856003601354       2013                        eng d  a1927-032100aServitization in a Security Business: Changing the Logic of Value Creation0 aServitization in a Security Business Changing the Logic of Value  aOttawabTalent First Networkc08/2013  a65-720 v33 aHow can a firm change its value-creation logic from providing technology to selling technology-based services? This is a question many security companies face today when trying to apply a solutions-based business model in response to recent macro- and microeconomic trends. The fact that customers increasingly demand security as a service, rather than technical equipment, challenges the basis of a security firm's value provision and alters the logic of its operation. In this article, we investigate a technology- and product-oriented security business that is now rapidly transforming into a service business. We use data from a case study to propose a 4C model (conceptualization, calculation, communication, and co-creation of value) that can help security providers to objectify their service offerings and succeed in the servitization of their security businesses. 10aco-creation10acustomer value creation10aobjectification10aproducts10asecurity10aservices10aservitization10avalue provision1 aRajala, Arto1 aWesterlund, Mika1 aMurtonen, Mervi1 aStarck, Kim  uhttp://timreview.ca/article/71801244nas a2200205   4500008003900000022001400039245010300053210006900156260004200225300001000267490000600277520057300283653001900856653002800875653002500903653003200928653002200960100002000982856003601002       2012                          d  a1927-032100aA Customer Value Creation Framework for Businesses That Generate Revenue with Open Source Software0 aCustomer Value Creation Framework for Businesses That Generate R  aOttawabTalent First Networkc03/2012  a18-220 v23 aTechnology entrepreneurs must create value for customers in order to generate revenue. This article examines the dimensions of customer value creation and provides a framework to help entrepreneurs, managers, and leaders of open source projects create value, with an emphasis on businesses that generate revenue from open source assets. The proposed framework focuses on a firm's pre-emptive value offering (also known as a customer value proposition). This is a firm's offering of the value it seeks to create for a customer, in order to meet his or her requirements.10acustomer value10acustomer value creation10aopen source business10atechnology entrepreneurship10avalue proposition1 aShanker, Aparna  uhttp://timreview.ca/article/53402164nas a2200217   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262520147500268653002001743653002801763653002501791653002301816653002501839653002601864100002001890856003601910       2012                        eng d  a1927-032100aAn Enterprise Perspective on Customer Value Propositions for Open Source Software0 aEnterprise Perspective on Customer Value Propositions for Open S  aOttawabTalent First Networkc12/2012  a28-360 v23 aResearch on open source software (OSS) has examined value creation primarily from the perspective of the individuals and suppliers that create the software. The perspective of enterprise users who use and pay for OSS has been largely neglected so far. Understanding what paying customers want and how to create products and services they value is the cornerstone of any business model. Therefore, research on what enterprise users value in OSS is of paramount importance to OSS solution suppliers; it can be used to create a new customer base and sustain an existing one. 
This study examines the value of OSS as perceived by enterprise customers. Through an analysis of three literature streams (firm participation in open source software, business models, and customer value), a model on customer value creation was developed. Interviews were conducted with nine decision makers from enterprises that use OSS in operational projects. The key findings of this research are that: i) the maturity of the software determines the degree to which customers value their relationship with the supplier; ii) customers value differentiating functionality and costs savings; and iii) switching costs with OSS depend on the size, complexity, and dependencies of the software itself. This research identifies the points of value that the suppliers of OSS should focus on, and it points to the need for marketing strategies that can demonstrate this value to enterprise customers. 10abusiness models10acustomer value creation10aenterprise customers10amarketing strategy10aopen source software10aopen source suppliers1 aShanker, Aparna  uhttp://timreview.ca/article/635