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Journal articles on the topic 'Value Added Services (VAS)'

Author: Grafiati

Published: 4 June 2021

Last updated: 5 February 2022

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1

Tanutama, Lukas, Gerrard Polla, Raymond Kosala, and Richard Kumaradjaja. "Novel Value Added Services Generated from Corporate Network Data." Advanced Science Letters 21, no. 4 (April 1, 2015): 648–51. http://dx.doi.org/10.1166/asl.2015.5922.

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The competitive nature of Internet access service business drives Service Providers to find innovative revenue generators within their core competencies. Internet connection is the essential infrastructure in the current business environment. Service Providers provide the Internet connections to corporate networks. It processes network data to enable the Internet business communications and transactions. Mining the network data of a particular corporate network resulted in its business traffic profile or characteristics. Based on the discovered characteristics, this research proposes novel generic Value Added Services (VAS). The VAS becomes the innovative and competitive revenue generators. The VAS is competitive as only the Service Provider and its customer know the traffic profile. The knowledge becomes the barrier of entry for competitors. To offer the VAS, a Service Provider must build close relationship with its customer for acceptance.

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Gupta, Dharmesh, Ruchita Gupta, Karuna Jain, and Kirankumar S. Momaya. "Innovations in Mobile Value-Added Services: Findings from Cases in India." International Journal of Innovation and Technology Management 14, no. 06 (November 9, 2017): 1750037. http://dx.doi.org/10.1142/s0219877017500377.

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Convergence of internet and mobile technologies has fueled growth in service innovations in the telecommunication sector. Digitization has transformed telecommunication value chain from linear to nonlinear web, presenting the role of telecom operators in a dilemma. Objective of the research is to understand the dynamics of technology and service innovation for development of mobile value-added services (VAS). We study the process of service innovation in select mobile VAS in India and map their delivery process on enhanced telecom operations map (eTOM) framework. Our findings indicate challenges in managing sector-crossing service innovations effectively, presenting an opportunity to extend the existing framework.

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3

Castelli, Marco, Marco Comerio, and Marco Cremaschi. "Towards the Definition of Value-added Services for Citizens: a New Model for the Description of Public Administration Services." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 4, no. 1 (June 30, 2013): 166–73. http://dx.doi.org/10.24297/ijmit.v4i1.4635.

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The Italian Public Administration (PA) consists in a wide set of local authorities (i.e., regions, provinces and municipalities) providing services to citizens, each with its own administrative autonomy. Actually, it often happens that Italian citizens have difficulties in discovering and using services that they need in the course of their lifes. Several Italian initiatives, suchas the SMART (Services and Meta-services for smart e-Government) project, aim to simplify the interaction between Italian citizens and the PA trought the definition of value -added services. A value-added service (VAS) guides the citizen in the fruition of all services needed along a life event (e.g., the change of address). In this paper, we present a new version of the Italian Public Administration Service (IPAS) model defined for the description of PA services. We will show how the new model supports the description of concepts that simplifies the definition of VAS. A case study defined in the context of the SMART project will be presented.

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4

Mthembu, Zoleka, and Seugnet Bronkhorst. "Effect of value-added services on transactional behaviour." Business and Management Review 11, no. 02 (December 15, 2020): 149–60. http://dx.doi.org/10.24052/bmr/v11nu02/art-18.

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Traditional banking methods evolved and include services as a method of differentiation, reducing operating costs, and providing additional benefits to the customer. Banks re-invented themselves and provide innovative solutions to remain competitive. This research explores whether using value added services contributed to changes in transactional banking behaviour and was done in one of the largest banks in South Africa over a period of four months. Two banking products in the youth customer segment were selected. The control group received one treatment at the beginning of the four-month period, and the experimental group received a further three treatments at different times of each month. Two data sets (1) VAS usage and (2) bank transactions were analysed. The results showed that the intervention had a positive effect on transactional banking behaviour. Additional causative factors were identified that increased the usage of value-added services and increased transactional banking behaviour.

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5

Brousseau, E., and B. Quelin. "Users’ Knowledge as a Specific Asset: The Case of the Valued Added Services." Journal of Information Technology 7, no. 4 (December 1992): 233–43. http://dx.doi.org/10.1177/026839629200700406.

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This article examines the value-added services (VAS) market. The production of these services requires the cooperation of assets and competences owned by different categories of firms. The first part of the paper points out the nature of the services and identifies a number of firms which are involved in the VAS production. The second part of the paper is based on a statistical analysis of an original sample. Three classes of services are discriminated: enhanced communication services, dedicated services, and information services. Then, we focus our attention on the dedicated services. A detailed analysis of this category enables us to identify three sub-groups of services: specialized communication services, community services and on line transaction services. Moreover the production of these dedicated services is driven by users. It is concluded that users have gained control over a wide segment of the VAS market because they own some specific competences and knowledge.

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6

Dou, Guowei, Xudong Lin, and Xiaoping Xu. "Value-added service investment strategy of a two-sided platform with the negative intra-group network externality." Kybernetes 47, no. 5 (May 8, 2018): 937–56. http://dx.doi.org/10.1108/k-06-2017-0215.

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Purpose Considering the resource constraint, this paper aims to study how to make value-added service (VAS) investment strategy considering the negative intra-group network externality on the seller side from the perspective of a two-sided platform. Design/methodology/approach The authors use the dynamic game theory, optimization, sensitive analysis and numerical study in this research. The authors model their research question from the perspective of the dynamic game theory, and through optimizing the platform’s profit function, the equilibrium results in terms of VAS investing and pricing strategies are derived. To explore the characteristics of the optimal strategies, sensitive analysis is used, and numerical studies are conducted to further illustrate the analytical results. Findings It is found that the intra-group network externality is not necessarily the determinant for VAS investment strategy, and its overall negative impact can be overtaken by the investment in certain conditions. The optimal VAS investment level decreases in the negative intra-group network externality. Though the VAS investment is on the seller side, it has either positive or negative impact on the pricing for buyers. Moreover, for a stronger intra-group network externality among sellers, the two-sided prices could either increase or decrease. Research limitations/implications The authors implicate how the intra-group network externality reduces the investment benefit and impacts the other side users. The limitation of considering the intra-group network externalities on only one side needs further extension. Practical implications The authors provide insights for platform operators in how to use recourse to improve users’ utility and how to price the two sides when competition exists on the seller side. Originality/value This study specifies the role of negative intra-group network externality in determining the investment and pricing strategy of a two-sided platform in addition to the positive inter-group network externality.

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7

Saxena, Neetesh, Mauro Conti, Kim-Kwang Raymond Choo, and Narendra S. Chaudhari. "BAS-VAS: A Novel Secure Protocol for Value Added Service Delivery to Mobile Devices." IEEE Transactions on Information Forensics and Security 15 (2020): 1470–85. http://dx.doi.org/10.1109/tifs.2019.2940908.

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8

Hurst, Alison, Anna Price, Rebecca Walesby, Moira Doolan, Wendy Lanham, and Tamsin Ford. "Routine outcome monitoring of evidence-based parenting programmes: indications of effectiveness in a community context." Journal of Children's Services 9, no. 1 (March 12, 2014): 58–74. http://dx.doi.org/10.1108/jcs-09-2013-0030.

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Purpose – Despite an increasing policy focus, routine outcome monitoring (ROM) is not common practice in UK children's services. This paper aims to examine whether it is feasible and valid to use measures from ROM of evidence-based parenting programmes (EBPPs) to assess the impact of services and to drive service improvements through feedback mechanisms. Design/methodology/approach – This is a secondary analysis of ROM measures collected from a London clinic offering EBPPs over five years. Demographic information from referrals was compared for attendees and non-attendees. Changes in parent reported child behaviour were measured using the Strengths and Difficulties Questionnaire (SDQ), and a Visual Analogue Scale (VAS). Findings – No significant differences were found in socio-demographic characteristics of attendees and non-attendees. Statistically significant differences were found between pre- and post-scores on parent reported SDQ scores and VAS concerns, as well as the SDQ Added Value Score. The data collected did not allow for investigation of a dose-response relationship between the level of attendance and any improvement made. Originality/value – This study illustrates that ROM can provide useful information about the impact of EBPPs in a particular clinical context. Demographic data could support service managers to evaluate reach and uptake while evidence of improvements can be communicated back to parents and support future funding bids. Incomplete data limited the inferences that could be drawn, and collaborations between research centres and clinics may be a way to optimise the use of ROM to drive service improvement and innovation.

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9

Pandey, Neeraj, and Gaganpreet Singh. "Value communication: low-cost marketing initiatives for “Guru Ki Bani 58282”." Emerald Emerging Markets Case Studies 3, no. 3 (June 28, 2013): 1–9. http://dx.doi.org/10.1108/eemcs-04-2013-0025.

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Subject area Pricing, digital marketing, marketing management and strategic marketing. Study level/applicability The case can be used for pricing or digital marketing courses as well as marketing management courses to MBA students and/or for management development programmes. Case overview Goldfinch Mobile Solutions, a Hong-Kong based value added services (VAS) and gaming platform provider, had an exclusive tie up with Bharti Airtel in India for providing value added voice applications on an interactive voice response system (IVRS) platform. The Goldfinch flagship service is “Guru Ki Bani” which may be subscribed to by dialing the short code 58282. This “58282” service has a repository of all Sikh religion daily prayers, religious songs, teachings, stories from Guru's life and similar information that is derived from the Sikh Holy book Guru Granth Sahib Ji. As per mutual agreement between Goldfinch Mobile Solutions and Bharti Airtel, the telecom operator had the responsibility to promote Goldfinch's Guru Ki Bani service amongst its subscriber base through its below the line (BTL) promotional channels such as short messaging service (SMS), outbound calls, cell information, notification SMS after call and above the line (ATL) activities such as posters, leaflets, print, promoters, regional TV, outdoors, etc. The revenue sharing arrangement between Airtel and Golfinch was in the ratio of 75 percent and 25 percent. However, with recent changes in the policies of Telephone Regulatory Authority of India (TRAI), promotional marketing used by telecom operators has been constrained. Declining customer share, decreasing profits (after Bharti Airtel halted promotions) and increasing organization cost per customer have made MD and CEO Mr Newton Bubber think of various options including low-cost marketing initiatives besides digital marketing to promote Guru Ki Bani services. Value communication to its huge potential customer base, i.e. 184.19 million Bharti Airtel subscribers was another challenge facing Mr Newton and his marketing team at Goldfinch. Expected learning outcomes The case enables students to learn the concepts and application of value creation, effective value communication, price waterfall analysis, importance of costing parameters in pricing decisions, low-cost marketing strategies and digital marketing. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

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10

Frattini, Federico, Claudio Dell'Era, and Andrea Rangone. "Launch Decisions and the Early Market Survival of Innovations: An Empirical Analysis of the Italian Mobile Value-Added Services (VAS) Industry." Journal of Product Innovation Management 30 (September 1, 2013): 174–87. http://dx.doi.org/10.1111/jpim.12070.

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11

Fauzi, Firman. "MANAJEMEN RESIKO DI TENGAH PERUBAHAN MODEL BISNIS TELEKOMUNIKASI." Jurnal Teknik Mesin 5, no. 4 (November 5, 2016): 32. http://dx.doi.org/10.22441/jtm.v5i4.1222.

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Dalam era data / internet, para operator telekomunikasi tentu saja mulai memfokuskan bisnis dan layanannya pada data, yang semula hanya sebagai salah satu value added service (VAS) hingga kemudian menjadi bagian core business para operator. Sayangnya pada era data ini, sepertinya resiko yang dihadapi operator adalah harus berbagi “kue” revenue dengan “banyak pemain lain” di luar operator telekomunikasi. Kemungkinan nilai yang didapatkan tidak akan sebesar saat era voice dan SMS yang masih mendominasi layanan telekomunikasi saat itu. Tetapi pertumbuhan pendapatan terus tertekan. Untuk mengatasi resiko tersebut maka operator telekomunikasi perlu manajemen resiko yang lebih handal lagi.

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12

Collins, Hugh. "Value‐added services." Facilities 4, no. 5 (May 1986): 13. http://dx.doi.org/10.1108/eb006362.

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13

Dowling, Michael, and Eberhard Witte. "Value-added services." Telecommunications Policy 15, no. 6 (December 1991): 509–18. http://dx.doi.org/10.1016/0308-5961(91)90005-v.

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14

Witte, Eberhard, and Michael Dowling. "Value-added services." Telecommunications Policy 15, no. 5 (October 1991): 437–52. http://dx.doi.org/10.1016/0308-5961(91)90035-a.

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15

Stephens, J. T. "Future Value-Added Services." Serials Librarian 24, no. 3-4 (April 4, 1994): 121–23. http://dx.doi.org/10.1300/j123v24n03_14.

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16

Bertini, Andrea, Davide Caramella, Elisa Talini, Giovanni Cardia, and Ruggero Dell'Osso. "Added value PACS services." International Congress Series 1281 (May 2005): 1383. http://dx.doi.org/10.1016/j.ics.2005.03.352.

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17

Kalra, Naveen, and Niranjan Khandelwal. "Value-Added Radiology Services." Journal of the American College of Radiology 9, no. 1 (January 2012): 84–85. http://dx.doi.org/10.1016/j.jacr.2011.11.005.

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18

Sathye, Milind, Biman Prasad, Dharmendra Sharma, Parmendra Sharma, and Suneeta Sathye. "Mobile Value Added Services in Fiji." Journal of Global Information Management 25, no. 2 (April 2017): 1–14. http://dx.doi.org/10.4018/jgim.2017040101.

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While mobile phones are making significant inroads in many developing countries, little is known about the institutional drivers, policy barriers and industry challenges that affect their use for business growth of micro- enterprises. The authors address this gap. After conducting semi-structured interviews of 74 women-owned micro entrepreneurs and ten key informants from the government and industry in Fiji, the authors found that appropriate policy framework, supporting infrastructure and appropriate ecosystem are required for rapid uptake of mobile value added services by women-owned micro entrepreneurs. They contribute by proposing a revised technology adoption framework as well as the four shackles theory of women micro entrepreneurs' empowerment and emancipation. The authors also highlight the policy initiatives necessary to accelerate the growth of women-owned micro enterprises by mobile value added services which could also guide other developing and emerging economies.

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19

Sweeney, Joey. "Hospital pharmacists provide value-added services." Pharmacy Today 21, no. 8 (August 2015): 1. http://dx.doi.org/10.1016/s1042-0991(15)30192-4.

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20

Shepherd, Marvin D. "Defining and Marketing Value Added Services." American Pharmacy 35, no. 1 (January 1995): 46–55. http://dx.doi.org/10.1016/s0160-3450(16)33865-x.

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21

T. Sharpless, Dr. "Subscription Teletext for Value Added Services." IEEE Transactions on Consumer Electronics CE-31, no. 3 (August 1985): 283–89. http://dx.doi.org/10.1109/tce.1985.289939.

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22

Xianjun Geng and A. B. Whinston. "Profiting from value-added wireless services." Computer 34, no. 8 (2001): 87–89. http://dx.doi.org/10.1109/2.940015.

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23

Sandbach, Jonathan. "Network competition and value-added services." Telecommunications Policy 15, no. 6 (December 1991): 479–84. http://dx.doi.org/10.1016/0308-5961(91)90001-r.

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24

Smith, Ken. "Implications of value added network services." Data Processing 27, no. 6 (July 1985): 41–45. http://dx.doi.org/10.1016/0011-684x(85)90272-2.

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25

Stephens, Douglas W. "Delivering Cost-Effective Value-Added Customer Services." Journal of Pharmaceutical Marketing & Management 8, no. 4 (January 1994): 97–104. http://dx.doi.org/10.3109/j058v08n04_10.

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26

Malone, Daniel C., Karen L. Rascati, and Jean Paul Gagnon. "Consumers' Evaluation of Value-Added Pharmacy Services." American Pharmacy 33, no. 3 (March 1993): 48–56. http://dx.doi.org/10.1016/s0160-3450(15)30833-3.

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27

Pateli, Adamantia G., George M. Giaglis, and Diomidis D. Spinellis. "Wireless value-added services in exhibition shows." International Journal of Mobile Communications 4, no. 2 (2006): 193. http://dx.doi.org/10.1504/ijmc.2006.008609.

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28

Gálik, Mihály. "Value Added Services on Digital Television Platforms." Javnost - The Public 9, no. 4 (January 2002): 67–74. http://dx.doi.org/10.1080/13183222.2002.11008814.

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29

Stephens, Douglas. "Delivering Cost-Effective Value-Added Customer Services." Journal of Pharmaceutical Marketing & Management 8, no. 4 (September 26, 1994): 97–104. http://dx.doi.org/10.1300/j058v08n04_10.

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30

Mickum, Luke A. "Value-added services make industry use marketers." Natural Gas 11, no. 4 (August 20, 2008): 10–12. http://dx.doi.org/10.1002/gas.3410110404.

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31

De Serres, Y., and L. Hegarty. "Value-added services in the converged network." IEEE Communications Magazine 39, no. 9 (2001): 146–54. http://dx.doi.org/10.1109/35.948417.

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32

Wang, Kai, and Chien‐Liang Lin. "The adoption of mobile value‐added services." Managing Service Quality: An International Journal 22, no. 2 (March 16, 2012): 184–208. http://dx.doi.org/10.1108/09604521211219007.

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33

Olya, Hossein, Levent Altinay, and Glauco De Vita. "An exploratory study of value added services." Journal of Services Marketing 32, no. 3 (May 14, 2018): 334–45. http://dx.doi.org/10.1108/jsm-12-2016-0415.

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34

Rossi Mori, Angelo, Valentina Albano, and Gregorio Mercurio. "Value-Based Procurement of Added-Value Services for Home Care." International Journal of Integrated Care 18, s2 (October 23, 2018): 363. http://dx.doi.org/10.5334/ijic.s2363.

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35

Hope, Julian. "Knowledge services: where self service and value added services co-exist." Business Information Review 16, no. 1 (March 1999): 38–43. http://dx.doi.org/10.1177/0266382994237054.

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36

Arcos-Hernández, M., L. Montaño-Herrera, O. Murugan Janarthanan, L. Quadri, S. Anterrieu, M. Hjort, T. Alexandersson, et al. "Value-added bioplastics from services of wastewater treatment." Water Practice and Technology 10, no. 3 (September 1, 2015): 546–55. http://dx.doi.org/10.2166/wpt.2015.063.

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Pilot and prototyping scale investigations were undertaken in order to evaluate the technical feasibility of producing value-added biopolymers (polyhydroxyalkanoates (PHAs)) as a by-product to essential services of wastewater treatment and environmental protection. A commonly asked question concerns PHA quality that may be expected from surplus biomass produced during biological treatment for water quality improvement. This paper summarizes the findings from a collection of investigations. Alongside the summarized technical efforts, attention has been paid to the social and economic networks. Such networks are needed in order to nurture circular economies that would drive value chains in renewable resource processing from contaminated water amelioration into renewable value-added bioplastic products and services. We find commercial promise in the polymer quality and in the process technical feasibility. The next challenge ahead does not reside so much any more in fundamental research and development of the technology but, rather, in social-economic steps that will be necessary to realize first demonstration scale polymer production activities. It is a material supply that will stimulate niche business opportunities that can grow and stimulate technology pull with benefit of real life material product market combinations.

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37

Marcrom, Ray E., Robin M. Horton, and Marvin D. Shepherd. "Create Value-Added Services to Meet Patient Needs." American Pharmacy 32, no. 7 (July 1992): 48–57. http://dx.doi.org/10.1016/s0160-3450(15)31067-9.

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38

Yoo, Suhyeon, and Ji-Hong Park. "Hybrid gatekeeping framework for value-added information services." Library & Information Science Research 40, no. 1 (January 2018): 61–72. http://dx.doi.org/10.1016/j.lisr.2018.04.003.

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39

Wittenbach, S. A., C. W. Shanklin, and C. F. Becker. "Value-Added Services Provided to Healthcare Foodservice Operations." Journal of the American Dietetic Association 95, no. 9 (September 1995): A40. http://dx.doi.org/10.1016/s0002-8223(95)00497-1.

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40

Foulds, L. R., and Yi Luo. "Value-added services for sustainable third-party warehousing." International Journal of Logistics Systems and Management 2, no. 2 (2006): 194. http://dx.doi.org/10.1504/ijlsm.2006.009559.

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41

Moore, Glenis. "Value-added network services. Jumping on the VANwagon." Electronics and Power 31, no. 1 (1985): 29. http://dx.doi.org/10.1049/ep.1985.0007.

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42

Witt, Robert R., and Marius M. Solomon. "US Electronic Components Distribution and Value‐added Services." International Journal of Physical Distribution & Materials Management 19, no. 8 (August 1989): 24–30. http://dx.doi.org/10.1108/eum0000000000332.

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43

Stoetzer, Matthias-Wolfgang. "Value-added services — problems of definition and data." Telecommunications Policy 16, no. 5 (July 1992): 388–400. http://dx.doi.org/10.1016/0308-5961(92)90030-s.

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44

Newman, Eugene. "The challenge of international value-added network services." Telecommunications Policy 17, no. 5 (July 1993): 370–75. http://dx.doi.org/10.1016/0308-5961(93)90051-4.

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45

Ejsmont, Wiktor, and Janusz Łyko. "Health value added of healthcare entities." Econometrics 24, no. 3 (2020): 51–58. http://dx.doi.org/10.15611/eada.2020.3.04.

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The paper deals with an evaluation of the quality of services provided by healthcare organizations. First, an index representing a patient’s health condition is described, then its changes before and after being treated by a given entity are employed as a criterion to assess the operations of this entity. The index of a patient’s health condition is based on the theory of survival analysis, while a model of random effects is used to determine the quality of services based on health value added

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46

Lanz, Rainer, and Andreas Maurer. "Services and Global Value Chains: Servicification of Manufacturing and Services Networks." Journal of International Commerce, Economics and Policy 06, no. 03 (October 2015): 1550014. http://dx.doi.org/10.1142/s1793993315500143.

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The role of services as an input into manufacturing production — often termed "servicification" of manufacturing — is substantial in both developed and developing economies. The paper lays out conceptual and measurement issues related to services networks and provides evidence based on trade in value added statistics. Compared to goods value chains, services networks appear less fragmented internationally based on trade in value added statistics and survey evidence. However, to better capture the international services fragmentation, advances in statistics by enterprise characteristics and by mode of supply, i.e., taking into account the movement of labor and capital, are required.

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47

Pong, Chris, and Falconer Mitchell. "ACCOUNTING FOR A DISAPPEARANCE: A CONTRIBUTION TO THE HISTORY OF THE VALUE ADDED STATEMENT IN THE UK." Accounting Historians Journal 32, no. 2 (December 1, 2005): 173–99. http://dx.doi.org/10.2308/0148-4184.32.2.173.

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Burchell et al's [1985] historical analysis of value added in the UK attributes its rise and fall to societal circumstances which initially encouraged the voluntary disclosure of the Value Added Statement (VAS) by companies and then, following societal change, influenced its disappearance. This paper supplements Burchell et al's thesis by arguing that a fuller explanation for the disappearance of the VAS can be found by also considering the contents of the statement itself. An empirical study of the information in the VASs of UK companies shows that they were unlikely to give support to the economic interests of the employee user group who had been promoted as an important beneficiary of the VAS. The study demonstrates that the social and economic nature of accounting means that change analyses which take account of both aspects of the discipline's character are likely to be more convincing than those which focus solely on one or the other.

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48

Mahalakshmi, V., G. Saravanaraj M, and T. S. Umarani. "Customers perception about value added services rendered by banks." African Journal of Business Management 7, no. 29 (August 7, 2013): 2845–51. http://dx.doi.org/10.5897/ajbm2013.7084.

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49

Pott, John, and Jeanna Holtz. "The potential of value-added services in health microinsurance." Enterprise Development and Microfinance 25, no. 1 (March 2014): 11–24. http://dx.doi.org/10.3362/1755-1986.2014.003.

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50

Bernal, Arkadiusz. "Exemption of Financial Intermediation Services from Value Added Tax." Gospodarka Narodowa 253, no. 1-2 (February 29, 2012): 117–33. http://dx.doi.org/10.33119/gn/101038.

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