Value Creation in a Process Consultancy Setting
Case: ABOY
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The ever-changing prerequisites of the business world, the continuous discussions around value creation and the increasing curiosity towards the consultancy business were the starting points for this book. The book investigates value creation in the process consultancy business and tries to seek an answer for the following questions: What are the key components when creating value in a consultant-client relationship? Why these components are important? Further, the book tries to answer on how an individual consultant can affect these components with her actions. As the theoretical framework pr...
The ever-changing prerequisites of the business
world, the continuous discussions around value
creation and the increasing curiosity towards the
consultancy business were the starting points for
this book. The book investigates value creation in
the process consultancy business and tries to seek
an answer for the following questions: What are the
key components when creating value in a consultant-
client relationship? Why these components are
important? Further, the book tries to answer on how
an individual consultant can affect these components
with her actions. As the theoretical framework
proposes the value is created in the interaction -
it is co-produced or co-created with the customer.
The authors reached the conclusion that value
creation in the process consultancy business lies in
the relationship between the consultant and the
client. This finding challenges the prevailing
concepts as it was discovered that the interaction
could only be part of value creation since the
nature of value creation is far more complex.
world, the continuous discussions around value
creation and the increasing curiosity towards the
consultancy business were the starting points for
this book. The book investigates value creation in
the process consultancy business and tries to seek
an answer for the following questions: What are the
key components when creating value in a consultant-
client relationship? Why these components are
important? Further, the book tries to answer on how
an individual consultant can affect these components
with her actions. As the theoretical framework
proposes the value is created in the interaction -
it is co-produced or co-created with the customer.
The authors reached the conclusion that value
creation in the process consultancy business lies in
the relationship between the consultant and the
client. This finding challenges the prevailing
concepts as it was discovered that the interaction
could only be part of value creation since the
nature of value creation is far more complex.
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