Value Propositions Sample Clauses

Value Propositions. In order to frame the approach to stakeholders and potential users of the eTRIKS platform we formulated a set of value propositions. The concept is that these will reflect the benefits of the eTRIKS platform to the user/user consortium, not a list of features. While there are a number of benefits to using the eTRIKS platform we focus on four main value propositions:

Value Propositions. The value propositions delivered to the targeted customer segments are consultancy and personalised services around cultural heritage and its management in the Digital Era. The association is the first consortium at European level and with an international dimension with the specific aim to promote and enhance the culture of written monuments and archeology.

Value Propositions. 32 4.9 Participation in Reversals..................................................................... 33 4.10

Value Propositions. The collection of products and services a business offers to meet the needs of its customers. A company's value proposition is what distinguishes itself from its competitors. The value proposition provides value through various elements such as newness, performance, customization, design, brand/status, price, cost reduction, risk reduction, accessibility, and convenience/usability. The value propositions may be quantitative (price and efficiency) or qualitative (overall customer experience and outcome). Customer Segments: To build an effective business model, a company must identify which customers it tries to serve. Various sets of customers can be segmented based on the different needs and attributes to ensure appropriate implementation of corporate strategy meets the characteristics of selected group of clients. The different types of customer segments include: · Niche Market: Customer segmentation based on specialized needs and characteristics of its clients. · Segmented: A company applies additional segmentation within existing customer segment. In the segmented situation, the business may further distinguish its clients based on ownership, building types or applied energy systems. · Diversify: A business serves multiple customer segments with different needs and characteristics. Distribution channels: A company can deliver its value proposition to its targeted customers through different channels. Effective channels will distribute a company’s value proposition in ways that are fast, efficient and cost effective. An organization can reach its clients either through its own channels (store front), partner channels (major distributors), or a combination of both. Customer Relationships: To ensure the survival and success of any businesses, companies must identify the type of relationship they want to create with their customer segments. Various forms of customer relationships include: personal assistance, dedicated personal assistance, self-service, automated services, communities and co-creation. Personal Assistance: Assistance in a form of employee-customer interaction. Such assistance is performed either during sales, after sales, and/or both.

Value Propositions. The analysis of the web questionnaire shows that in Flanders region environmental reasons seem to weigh most. There are no differences in the importance of this factor for different age groups. After environmental reasons, finance appears to be what end users care for most, closely followed by comfort reasons. There are no obvious patterns for the different age groups. In Brussels region comfort motivations closely followed by environmental reasons predominate, while financial motivations seem to be low. The questionnaire results somehow contradict the information obtained via the face-to-face interviews as probably the most remarkable finding is that in all renovations in the region of Brussels with no exception, the so-called “Bâtiments Exemplaires” government grant was key to take the projects that far; in fact, the majority of the households in Brussels agreed to be in the first instance interested in renovating their homes to a low-energy level yet having pushed further incentivized by this substantial grant whose ambitious energetic demands required more stringent measures to be taken. For the rest, results from interviews also point at a combination of environment and comfort as the most important drivers for nZEB renovation. Household 1 and Household 2 both bought the house with the intention to renovate it. Household 1 lived there for almost 3 years before conducting the renovation but moved somewhere else when the renovation began. Both the web questionnaire and the interviews show that in Brussels region households did not live in the house during the renovation Household 2 on the other hand began the renovation works straight away as the house was not really habitable when they purchased it. Household 3 had been living in the house for thirty years when they decided to renovate - although they had conducted some other renovation works in the 80s as well and stayed in the house during the renovation. All households mentioned environmental sensitivity and comfort as reasons to renovate. Additionally, Household 1 and Household 3 highlighted the crucial role financial incentives played in their decision. Household 1 was part of the “very generous” – in the words of the interviewee - Brussels grant programme and Household 3 counted with subsidies for glazing and insulation, a green loan and fiscal benefits that in total amounted up to 15.000 euros.

Value Propositions