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VALUEOLOGY

ALIGNING SALES AND MARKETING TO SHAPE AND DELIVER PROFITABLE CUSTOMER VALUE PROPOSITIONS

SIMON KELLY, PAUL JOHNSTON AND STACEY DANHEISER

Value-ology

Value-ology

Aligning sales and marketing to shape and deliver profitable customer value propositions

Simon Kelly Rotherham, South Yorkshire, United Kingdom

Paul Johnston Nottingham, Nottinghamshire, United Kingdom

Stacey Danheiser Denver, Colorado, USA

ISBN 978-3-319-45625-6 ISBN 978-3-319-45626-3 (eBook)

DOI 10.1007/978-3-319-45626-3

Library of Congress Control Number: 2016961069

© The Editor(s) (if applicable) and the Author(s) 2017

This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed.

The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.

The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made.

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Printed on acid-free paper

This Palgrave Macmillan imprint is published by Springer Nature

The registered company is Springer International Publishing AG

The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland

Preface

Today, 52 % of the companies that were in the Fortune 500 in 2000 are no longer on the list. They fell off because of bankruptcy, mergers and acquisitions or because they were replaced by better-performing companies. As competition and innovation rapidly heat up, what is your organisation doing to survive or thrive? In this book we focus on the single biggest contributor to the success or failure of companies: staying in tune with what your customers value.

Without competitively differentiated and resonating value propositions, your firm will die. Without alignment between sales, marketing and customers, your firm will die. Bob Garrat, in his book The Fish Rots From The Head, describes the death of companies that fail to learn about markets, customers and themselves as ‘often slow and grisly’.

To survive and thrive we argue that it’s time to go back to the basics by putting a focus on creating value for your customers. Over the past two decades, we’ve seen first hand what can be accomplished when sales and marketing work together to understand and deliver customer value.

On the one hand, company marketing departments are producing more and more content than ever before. It would seem that much of this is ineffective as customers get bombarded, in their ever- crowded inboxes, with irrelevant material. Companies are creating a lot of noise, but failing to resonate with their customers. In fact, according to Corporate Executive Board (CEB) research, 94 % of prospects have completely disengaged with vendors because their content fails to resonate, to put it politely. Despite the lack of effectiveness, marketers continue to waste millions of dollars on creating irrelevant messages and tools, unaware that the consequence is customer detachment.

This is happening at a time when, more than ever, it has become imperative to produce good marketing content. In this omni-channel era, where potential buyers get lots of product and company information online, 67 % of buyers have a clear picture of the solution they want before they engage a sales rep (Sirius Decisions 2014). CEB research showed that business-to-business buyers tend to be over 60 % of the way through the sales process before they contact a salesperson. It seems that if you fail to talk to customers about the things that are important to them, based on what they see as relevant value, they will have checked out of your electronic building before your sales rep gets in to see them.

On the other hand, we’re witnessing a shift in how organisations are making purchasing decisions. Coming out of the recession towards the end of the first decade of this millennium, many organisations appreciated more than ever how volatile financial and economic conditions could threaten the very existence of their businesses. As a result they continued to keep a cautious attitude towards how corporate budgets were spent and how buying decisions were made. This financially prudent mind-set has resulted in an increasingly ‘conservative consensus seeking’ approach to purchasing. Now, more departments are involved and there is far less likely to be one central decision-maker, but rather a full team or committee. CEB research estimates that on average 5.4 people are involved in decision-making for a significant purchase. This means a greater opportunity for the deal to fall apart if all parties aren’t involved in the process and bought in.

According to Qvidian (Sales Execution Trends 2014), 58 % of deals end up in ‘no decision’ because sales has not presented value effectively. We believe this number will continue to rise until organisations put in place a formal programme to continuously capture customer intelligence and insights and connect the dots for their prospects on how their organisation can uniquely solve their challenges.

There is ample evidence that the sunny uplands are worth striving for, as 91 % (CEB study cited in Pisello 2015) of executives said they would happily forward marketing content if they found it insightful and relevant. Aberdeen Group found that companies who leverage online resources to increase their customer understanding typically grew by over 21 %. Research by Professor Malcolm McDonald at Cranfield University, a leading UK business school, showed that developing a customer value-led approach could lead to at least a 10 % growth in revenue. We have seen similar uplifts in performance where we have helped companies implement the approach outlined in this book. If you cannot resonate with the customer by tapping into what they value then you’re left racing to the bottom on price. We know that a 5 % price

reduction typically leads to a 16 % drop in profitability. So what’s it to be: a 10 % plus growth in revenue or a 16 % plus drop in profitability? Money wasted on irrelevant customer content or invested in resonating value propositions that drive growth?

You may be wondering what’s different and better about this book compared with others you may have seen or read. Well, some of the others give you simple models that allow you to start internally ‘crowd storming’ your value propositions. This is fine in and of itself but fails to take into account the complexity that’s involved in understanding customer value, getting buyin to this approach inside your organisation and, crucially, getting alignment between the customer, marketing and sales. All of this together is what makes up ‘value-ology’, a mix of objective analysis and creative insight. We’d like to think that this book is for ‘thoughtful practitioners’ who want to understand the what and why questions before jumping straight to how. We know that people within companies can differ widely about what they perceive as value. Jumping straight to ‘crowd storming’ the how can be short-term fun, quickly followed by failure. As Peter Senge in his book The Fifth Discipline says, proactivity is often just reactivity in disguise, and typically lacks a well-thoughtthrough basis for action.

We’ve seen many books that are unashamedly about promoting a sexy new piece of research with a claim that the next new thing has been discovered. Here, there’s a tendency to ignore all that has gone before. Hopefully you can see, right off the bat, in this short introduction that we’ve brought together highly reputable academic and commercial research from other authors and organisations. We’ve supplemented this with three pieces of original research that we have carried out ourselves. In using this ‘mixed methods’ approach, we’re eating our own dog food, as this is the method we recommend you take for developing a value-based approach. Crucially, we provide an overall set of insights based on the best research available. Unashamedly we present research by CEB, Sirius Decisions and other credible organisations and add our own to it. Uniquely we use the best of academic input, mostly ignored by many commercial marketing practices, to add to the weight and credibility of our insights.

We know that some of you are looking for help with the ‘how to’, so we provide you with frameworks and specific action steps. These will help you create value across the entire marketing and sales value chain, to keep and grow existing customers, gain new customers and continue to create value for future purchases. Before we get to the how to in each chapter, we seek to help you improve your understanding of concepts and issues that will help you successfully drive a customer value-led approach into your business, developing

your value-ology. Importantly, we help you make the business case for this approach by providing lots of credible supporting data and insights.

What often gets ignored is the problems organisations seem to have in gaining alignment between sales and marketing. This book will help you understand what the issues are here and set you on a path to align marketing and sales together with the most important stakeholder—the customer. We believe that in order to grow fast, sales and marketing teams need to grow up and align. They need to work together to truly understand their customers’ needs, wants, motivations and pain points so that they can offer compelling value. We offer an approach that takes you soup to nuts—from developing value propositions through to executing effective campaigns and communications, with lots more in between.

The book is based on our combined academic, corporate and consultancy experience. We’ve worked with marketing and sales teams of all sizes across dozens of industries. We’ve also surveyed and interviewed over 200 senior marketing and sales executives across the globe to get their input. We’ve successfully executed this approach inside organisations we’ve worked in and with companies we’ve worked for on assignments. Value-ology will teach you how to guarantee that the marketing content you produce and the sales conversations you deliver to potential customers produce profitable results.

It will help you understand that different people and organisations come from different places. This will help you navigate, communicate and motivate your organisation to adopt a value-based approach.

Good luck in your quest for value-ology.

Value-ology recognises that the quest to unlock customer value is a combination of objective analysis to unearth customer value, creative insight to tap into customer value, development of value propositions that resonate with customers, effective sales and marketing alignment, consistent execution and feedback mechanisms to improve value offerings.

Acknowledgements

We would like to thank all those who made time available and offered their support, input, ideas and remarks throughout this book writing journey. Your stories inspired us and helped bring this book to life.

To all of the brilliant research firms for publishing reputable data about the state of our industry. To the many exceptional marketing and sales leaders who have guided and motivated us throughout the years. And to the authors whose works provoked us to write. We thank you all.

Most importantly, we express our sincere gratitude to our spouses and families for their encouragement and understanding as we worked through the creative process.

Thank you to Palgrave Macmillan for allowing us to publish this book.

Last and not least, to our former, current and future students for your willingness to learn new concepts and approaches.

Foreword

“So many people can’t answer the “what” and “why” questions and then head off on the “how” path wasting corporate resources and customer calories…I won’t let people talk to me about the “how” until we are grounded with confidence on the “what and why”…

My own research confirms the findings of McKinsey that all organisations talk about quantified value propositions, but only 5% have them. In 2016 and after well over 100 years of marketing, this is a disgraceful state of affairs and reflects very badly on our discipline.

So I began a search to discover what has been written about this crucial topic and was extremely disappointed with what I found.

For a start, the word “value” itself is widely misunderstood, whilst processes for understanding and developing value propositions do not appear to exist. Furthermore, virtually no scholarly research has been done on the elusive issue of organisational value co-creation.

Given that differentiation today is more challenging than at any time in our history and that it lies at the very heart of marketing, it seems logical to me that, unless an organisation can demonstrate how dealing with them will create advantage for the customer, it will have no option but to move inexorably towards being a commodity supplier.

It is, therefore, with great pleasure that I came across the manuscript for this book, which is not only easy to read and underpinned by research, but is highly pragmatic and is a major step forward in filling the void in the domain of creating value for customers.

I personally have been looking forward to a book like this for a number of years and congratulate the authors on what I believe is a major contribution to marketing.

Professor Malcolm McDonald, MA (Oxon), MSc, PhD, DLitt, DSc Emeritus Professor Cranfield School of Management, Cranfield University

Value-ology

VALUE-OLOGY: Aligning sales and marketing to shape and deliver profitable customer value.

“A unique insight into understanding, developing and articulating customer value propositions that work in sales conversations and through marketing channels. Mobilising marketing and sales to work together to create value for the customer can deliver great results; I can vouch for that.”

Andrew Crouch, President, EMEA, Level 3 Communications

“The more you understand your customers the clearer things become. The key to building a great customer experience is to understand how customer value creating value propositions improve their lives. I’ve witnessed this approach in action and seen it deliver powerful results. Highly recommended reading.”

Colin Shaw, CEO, Beyond Philosophy, and award-winning author

“Easy to read, underpinned by research, and highly pragmatic. This is a major step forward in filling the void in the domain of creating value for customers.”

Professor Malcolm McDonald, Emeritus Professor, Cranfield School of Management, Cranfield University

“About 20 years ago Flash had an advertising line ‘we do the hard work so you don’t have to’. Well clearly no book could be a substitute for hard work but it could be something that would really help you practically to deliver tangible improvements in customer value. Don’t make mistakes you don’t have to when the very wise authors have pulled together all this research and knowledge and put it at your fingertips.”

Amanda Mackenzie, OBE, Chief Executive, Business in the Community

“Top performing companies have one thing in common – they understand who their customers are and what they care about most. This book provides a practical, step-by-step guide to uncover and articulate customer value. A book foundational to delivering on customer value and to your business success.”

Tony Zambito, Founder, Buyer Personas

“Moving customer conversations from product to customer value sounds simple, but it’s not easy. Managing your sales and marketing assets in this way creates lasting competitive advantage because it is not easy to replicate. I have experienced the kind of growth the value-ology approach can help drive. This book can help you mobilise customer value in your own organisation. Highly recommended. A winning approach!”

About the Authors

Stacey Danheiser is co-founder of SHAKE Marketing Group, based in Denver, Colorado, where she works with B2B clients to implement integrated marketing strategies and teach them about customer-centricity. Prior to starting her own consultancy, she spent 15 years as a marketing and sales enablement leader at large firms across cable, telecom, financial services and banking sectors.

Paul Johnston joined Sheffield Business School (part of Sheffield Hallam University) over ten years ago. Prior to this, he spent 20 years in the gambling and electronic games industry. He served on the boards of several companies in competitive strategy, research and product innovation roles. Paul has recently been involved with a customer centric services module of the Sheffield City Leadership Programme and a range of large corporate projects, as well as undergraduate and postgraduate student tutoring.

Simon Kelly has 35 years’ experience in the ICT industry in customer service, sales and marketing. He was Marketing Director for BT Major Business, where he pioneered the move from ‘product push’ to ‘value-based’ selling and marketing. He led a canon of knowledge for the CIM on best practice B2B marketing. Now a ‘pracademic’, he has developed innovative marketing and sales skills modules for Sheffield Business School where he is a Senior Lecturer. He is co-founder of SHAKE Marketing Group, based in London.

List of Figures

Fig. 1.1 The value onion

Fig. 1.2 Assessing value types

Fig. 1.3 Mapping company value bias

Fig. 2.1 Value proposition stack

Fig. 2.2 Value propositions differ by chief executive officer

Fig. 3.1 Social contexts of supplier–seller interaction: Johnston (2014)

Fig. 3.2 Mapping the social contexts of customer interaction

Fig. 4.1 Impact urgency opportunity model

Fig. 4.2 Mixed method approach to gathering customer intelligence

Fig. 5.1 Simple company value chain

Fig. 5.2 Theme and product alignment canvas – aligning products to themes

Fig. 5.3 Developing a proposition ladder that takes a customer on an upward journey

Fig. 5.4 Elements of control proposition

Fig. 5.5 The solution play

Fig. 6.1 Buyer persona framework: (a) Buyer overview. (b) Buyer process

Fig. 6.2 The buyer’s journey

Fig. 6.3 Content mapping

Fig. 7.1 Campaign planning framework

Fig. 7.2 Focus on the sweet spot

Fig. 7.3 Discovery questionnaire

Fig. 7.4 One-page campaign plan

Fig. 7.5 Campaign messaging

Fig. 8.1 Moving the sale forward: A 5 step framework

Fig. 9.1 Components of sales buy-in (Adapted from Malshe and Sohi (2009))

Fig. 9.2 Alignment

Fig. 9.3

Fig. 9.4

Fig. 9.5 GRRIPS

Fig. 10.1 The Cohesive

Fig. 10.2

Part 1

Building the Foundation of Value-ology

What Is Value?

In this chapter we will look at:

• Bringing the value conversation into the open

• Defining value

• Understanding different types of value

• A word on value and values

• The dynamic nature of value

• Mapping your value perspective

The Elephant in the Room

As businesspeople, we know that marketing is an activity that helps a company to make money by achieving sustained competitive advantage. It does this by knowing what the customer needs and making sure the business gives it to them in a way that is different from and better than competing offers. Many sales and marketing professionals have received training and education in colleges and universities and have become familiar with the classic marketing management tools of business analysis and decision-making, such as customer segmentation, targeting and positioning, and how to manage the marketing mix.

Right at the heart of sales and marketing practice lies the concept of ‘value’. Yet pick up a typical marketing or sales management textbook and it is barely mentioned. It’s as if the idea of value is so self-evident that it hardly warrants

© The Author(s) 2017

S. Kelly et al., Value-ology, DOI 10.1007/978-3-319-45626-3_1

further discussion. We all know what it is, we all know how to create it, we all know how to deliver it and we all know how to communicate it. And that’s exactly where a company’s problems on the subject of value can begin because value is the elephant in the room. Something big and obvious that we all know we should pay more attention to really understanding, yet choose not to do so.

Here is an example to show you what we mean. We can remember being part of a meeting with one of the largest licensed hospitality retailers in the UK. This company owned a large chain of pubs and they were very keen to improve the image and experience of pub visiting in order to attract women and families. The retailer’s representative (who had significant influence over how many products were placed) opened the conversation with ‘we are all about giving our customers value for money’. Everyone in the room naturally agreed, and soon everyone in the industry was coming up with product developments that they believed delivered ‘value for money’. The thing was, everyone interpreted what the customer and customer’s customer wanted differently, and large amounts of time were devoted to debating the merits of new product concepts without ever establishing what ‘value for money’ really meant and for whom. For some, it was increased revenue for the pub owner, for some it was increased consumer dwell time in the pub, for others it meant designing less maleoriented products, and so on.

Everyone, it seemed, had a different point of view about how value for money could be delivered, and overlooked the fact that they hadn’t made it clear what was meant by value in the first place.

Why Is Getting a Common View on Value Difficult?

The challenge of coming to a common understanding of what value looks like lies deeper than just solving the everyday communication problem of making sure people in the organisation talk to each other and share the information they have about what customers need, what their attitudes and behaviours are and how they make buying decisions.

Simply collecting every last detail about the customer doesn’t necessarily lead to a better understanding of what makes them tick. This is because the people we work with often have different views about the most significant aspect of the value conversation. What is seen as important to one person might be ignored by another. This happens because we are selective in the way we process information: we tend to pay attention to information that con-

firms our world view and reject information that challenges it. Furthermore, experienced executives can fall prey to what Ron Westrum of Eastern Michigan University in his article ‘Social intelligence about hidden events: Its significance for scientific research and social policy’ called ‘the fallacy of centrality’. This is where individuals such as seasoned sales and marketing professionals are convinced they know everything that is going on in their market sector and with their customers, so they treat anything new or unusual as completely implausible and deny it matters to the business. In other words, if they don’t know about it, how can it possibly be true?

Therefore people in different roles and at different levels have diverse views about value. The chief financial officer (CFO) might only pay attention to what the customer has to say about price because his/her world revolves around finance, whereas the key account manager might place particular importance on information sharing and idea creation because his/her world revolves around customer service. Alternatively, the chief marketing officer (CMO), who has been head of the department for several years, disregards input from a junior sales executive when s/he reports back that customers are saying the basis of the present market offering is off target because customers are saying they place more value on access to the supplier’s business network rather than the future proofing of products promoted in the current marketing campaign. Value for each individual is regarded as such a self-evident thing they don’t spend time thinking too deeply about it and they don’t expect their co-workers to have a significantly different take from their own.

Organisational psychologist Chris Argyris has studied how professionals avoid thinking deeply about the assumptions they have about their business world and how it works. In his book On Organisational Learning he says we take our assumptions for granted and fail to realise the powerful influence they have on the way we interpret information, make decisions and take action. This means we have to put extra time, thought and energy into bringing these taken-for-granted assumptions to the surface if we are to solve the puzzle of what customer value really means. It needs to done before we even start to discuss our personal ideas on how to deliver and communicate value, otherwise we might jump to conclusions and get locked into a cycle of talking past each other in the value conversation.

This means that before anything else we need to establish what we are talking about. Doing this is not as easy as it seems. Organisations are places where personal reputations, power and ambitions reside. Argyris tells us that because of this we engage in defensive reasoning to protect our positions and our egos. Therefore, in the case of something as profound as the question ‘so what do you actually mean by value’ people feel too embarrassed to ask or too fearful

to challenge what is meant by it. The situation gets progressively worse over time as the topic is swept under the carpet or, as Argyris says, it becomes ‘undiscussable’. It gets worse still when it becomes accepted as a cultural norm that ‘we don’t talk about what we mean by value around here’, which means that even mentioning there might be an issue to resolve becomes undiscussable too!

Of course, many companies are very good at researching what customers value. They spend a lot of time and money forecasting trends, doing market research and speaking with customers to find out what matters to the buyer and the consumer in order to understand the benefits they seek and what they need. This is the everyday pursuit of value understanding, and so you might expect that most companies have a consistent and commonly understood view of what value means in their sector and for their customers.

The challenge comes when customers need change, when there are competing versions of what value is, such as the marketing perspective and the sales perspective, because organisations are large and complex, or the value conversation never takes place at all.

The Ambiguity of What Is Meant by Value

Back in 1997 McKinsey consultants Ralf Leszinski and Mike Marn wrote in their article ‘Setting the value not the price’ that:

Value may be one of the most overused and misused terms in marketing and pricing.

The term value is powerful. Who would seriously challenge the common sense of the corporate rallying cry to ‘deliver better customer value’? As we have noted above, the problem arises when the customer and the supplier, different departments and different people have different ideas about what value is. And the problem is compounded when people don’t share their assumptions about it.

Nikolas Tzokas and Michael Saren from Strathclyde University in Scotland bring home the point when they observed, in their Australian Marketing Journal article titled ‘Value transformation in relationship marketing’, that:

the value concept has become a flagship of every constituency of the firm and any contemporary organisation as a whole.

Everyone it seems has hold of a different part of the value elephant and wears a cognitive blindfold so they can’t see what part others are holding and how it differs from theirs. It stands to reason, therefore, that unless everyone in the business understands the complexities and subtleties that make up value it will be impossible to successfully manage the drivers and facilitators of value that the business needs.

Value Defined

Commercial interest in the idea of value is nothing new. Ever since people began trading vegetables for meat, they have been interested in value. Christian Gronroos, in his 1996 article ‘Relationship marketing: Strategic and tactical implications’, explained that the ancient rice traders of China were very aware of relationship value. Tim Ambler, in his 2006 chapter of Vargo and Lusch’s The Service Dominant Logic of Marketing, titled ‘The new dominant logic of marketing: Views of the elephant’, describes how the merchants of the Middle Ages balanced function, scarcity and perception of goods with a so called just price. Businesspeople have always negotiated value. With value being such a slippery idea, it’s no wonder that university professors and businesspeople have had a tough time coming up with a definition that everyone agrees with. Over the years several definitions have been suggested.

Azzadin Salem Khalifa, Associate Professor of Strategic Management, University of Sharjah UAE, in his article ‘Customer value: A review of recent literature and an integrative configuration’, defines it as: not what the producer puts in, but what the customer gets out.

In their article ‘Customer value assessment in business markets: A state-ofpractice study’, James Anderson, William L. Ford Distinguished Professor of Marketing and Wholesale Distribution North Western University, Pradeep Chintagunta, Associate Professor of Marketing, J.L. Kellogg Graduate North Western University, and Dipak Jain, Assistant Professor of Marketing, S.C. Johnson Graduate School of Management, Cornell University, suggest:

Value in business markets [is] the perceived worth in monetary units of the set of economic, technical, service and social benefits received by a customer firm in exchange for the price paid for a product, taking into consideration the available suppliers’ offerings and prices.

In his frequently cited seminal article ‘Customer value: The next source for competitive advantage’, Robert Woodruff, Emeritus Professor of Marketing at the University of Tennessee, says:

Customer value is a customer’s perceived preference for and evaluation of those product attributes, attribute performances, and consequences arising from use that facilitate (or block) achieving the customer’s goals and purposes in use situations.

Morris Holbrook, Professor of Marketing at The Graduate School of Business, Columbia University, in his book Consumer Value: A Framework for Analysis and Research, defines value as: an interactive relativistic preference experience

Michael Porter, Bishop William Lawrence University Professor, Harvard Business School, in his book Competitive Strategy. Techniques for Analysing Industries and Competitors, describes value as: the price someone is willing to pay

The workable definition we will be using throughout this book is: Value = perceived relevant and distinct benefit total cost of ownership

Different Types of Value

Where you sit affects what you see. Unless you’re wearing a blindfold, of course! This means that you will see things differently depending on what you think matters. Economists, financiers and accountants emphasise monetary value, customer psychologists pay attention to perceived value, relationship marketers single out relationship value, service marketers zone in on experiential value, people concerned with corporate social responsibility talk about social value and business professors study the conceptual difference between exchange value and use value.

Whilst all these aspects of value are frequently looked at individually, it seems sensible to bear in mind that they are interrelated. Some people have their particular favourite, and so when they talk about value they champion the assumptions of their preferred perspective and play down the others. The scope for disagreement, talking at cross-purposes and misunderstanding between co-workers is huge.

The different dimensions can be thought of as layers of an onion. Each layer is different, and at the same time they all relate together in a whole. The value onion above shows the core is the transactional and functional dimension of economic value and the outer layers the less tangible dimensions of value that relate to immediate perceptions, the processes and exchanges of relationship value, and the extensive and subtle aspects of social and experiential value (Fig. 1.1).

Economic Value

The focus of economic value is concerned with the cost of a transaction. Something is deemed to be better value if the same or similar products are obtained for less money than the alternatives. For that reason it is the most fundamental aspect of thinking about value and exchange of goods, services and money. There can be no escaping the fact that cost and profit matter to the customer and the supplier. It is this view of value that is commonly seen in the consumer retail sector, where ‘great value’ is often synonymous with a cheaper price.

Perceived Value

The idea that customers perceive value in different ways has been recognised by scholars and businesspeople for a long time. Some of the earliest formal attempts to define perceived value have their roots in the value analysis and

Fig. 1.1 The value onion

value engineering work of Lawrence Miles, who in 1961 said in his book Techniques of Value Analysis and Engineering that as well as monetary value factors customers talked of value in terms of perceived usefulness of a product and the sense of personal esteem they got from being seen to purchase and use it. This was built on by Griffen and Hauser, and their approach to capturing the ‘voice of the customer’ which was outlined in their 1993 Marketing Science article ‘The voice of the customer’ as a way of ensuring the customer perspective was recognised in product designs.

It was Valerie Zeithaml, Professor of Marketing at UNC Kenan Flagler Business School, who developed this line of thinking by using the idea of ‘give and get’. She pointed out that of course customers are concerned with cost and usefulness, but the key issue is that each customer has a different perception of what they give for what they get. What this means is that value is not a constant, objective, monetary calculation, because it changes depending on how the customer perceives the sacrifices he/she is making (such as time, money, hassle) and how the offer is perceived relative to the competition.

In the field of consumer marketing Morris Holbrook identified eight types of value that he divided into four extrinsic and four intrinsic dimensions. These spanned a full range of value types from direct utility value through to symbolic value.

• Efficiency

• Excellence

• Status

• Esteem

• Play

• Aesthetics

• Ethics

• Spirituality (how much the solution gives meaning to someone’s life)

Holbrook reinforces the argument that value is relative to individuals across these dimensions, and whilst it was originally focused on consumers, academics such as Patricia Coutelle-Brillet, Arnaud Riviere and Veronique des Garets believe this work is relevant to business customers too. For example the sense of status and esteem in the eyes of others that industrial buyers get when they use well-known supplier brands is a recognised phenomenon that indicates their professionalism as a means to impress colleagues and competitors and as a way to manage the fear, uncertainty and doubt of supply chain management. As they used to say, ‘nobody got sacked for buying IBM’.

The idea of perceived value explains why defining value is such a tricky thing to do. Value refers to a range of tangible and intangible customer considerations. In particular it is subjective, it can change over time, it can change owing to circumstances and situation. In the end value is a highly personal and idiosyncratic judgement.

Relational Value

An important development of customer-perceived value is the idea of relationship value. This is primarily concerned with the intangible aspects of value that occur between people and is especially important in business-to-business (B2B) customer relationships. Relational value is often associated with the service that firms give their customers, and yet the creation of relational and service value is not easily pinned down. In 2012 Christian Gronroos remarked in his article ‘Conceptualising value co-creation: A journey to the 1970s and back to the future’ that relational value creation was:

one of the most ill-defined and elusively used concepts in service marketing

There are several things that it is important to consider in the context of relationship value.

• Doing business is not a single transaction, several exchanges occur over time

• The relationship itself adds value to the core solution offered

• Value can be both added and subtracted during the course of a relationship

• Value is mutually created for both supplier and customer

Thinking about relationship value shifts the focus attention away from price and product attributes alone, and gets us thinking about the way customer interactions take place over time and the wider network of stakeholders who are engaged in the purchase of a product. It is especially the case in B2B interactions that several people come together as the decision making unit.

value for the customer is not embedded in transactional exchange of a product for money. Instead customer perceived value is created and delivered over time as the relationship develops.

So wrote Professor Christian Gronross, Professor of Marketing, and Annika Ravald, post-doctoral researcher at the Hanken School of Economics, in ‘The value concept and relationship marketing’, European Journal of Marketing, 30, No. 2 (1996), pp. 19–30.

Relational value in a B2B context has been the subject of particular study by Professor Wolfgang Ulaga, who identified eight key relational value elements:

• Product quality

• Delivery

• Time to market

• Direct costs (compared with competition and frequency of price increases)

• Service support

• Supplier know-how

• Personal interaction

• Process costs

In his article ‘Capturing value creation in business relationships: A customer perspective’ Professor Ulaga points out that whilst these dimensions are related to create an overall impression of value, they are not directly linked together in terms of cause and effect. This means that suppliers can continue to have strong sales by providing excellent product quality whilst at the same time giving poor service. It is therfore the overall sense of relational value in a B2B situation that needs to be considered.

Taking a closer look at the ways in which value can be added and subtracted over time, researchers have identified several factors.

Things That Add Relationship Value Include

The use of specialised knowledge skills and competence, the development of trust, showing commitment and feeling at ease, commercial attractiveness through access to wider networks of suppliers, customers and influencers, competence in managing supplier–customer relationships through effective communication, dialogue and problem resolution.

Things That Subtract Relationship Value Include

Unhelpful staff, difficult to navigate spaces and processes, incompetence, lateness, inconsistency, unfulfilled promises, rudeness, aggression, mendacity.

From the relational value perspective the idea of mutuality between the supplier and the customer is seen as very significant. What this means is that

the supplier and the customer create and derive value simultaneously throughout the relationship. This can be thought of as a win/win situation. Crucially this perspective signals a very different way of thinking about value, because value isn’t just added to the offer and then sold to the customer; it is actually produced as the relationship happens. Nikolaos Tzokas and Mike Saren called this aspect of relationship value creation the ‘co-production of value’, where customers and suppliers work closely together to create optimal solutions.

Experiential Value

Experiential value refers to the sense of value a customer gets from the whole experience of dealing with a supplier. In its simplest form it can be thought of in terms of how pleasant, exciting, supportive and competent the B2B experience is.

A more sophisticated way of thinking about experiential value extends the idea of relationship to a concern with the well-being of the whole network and system of business, customer and societal interactions. This view lies at the heart of the work of Stephen Vargo and Robert Lusch called Service Dominant Logic. One of the big ideas in this approach that has reached mainstream management is the idea of the co-creation of value. In 2008 Stephen Vargo, Paul Maglio and Melissa Akaka explained in their article ‘On value and value co-creation: A service systems and service logic perspective’ how there are two main ways of looking at value and value creation. These are value in exchange and value in use. It is in the value in use perspective where the cocreation of value resides.

Value in exchange is the way we conventionally talk about value creation. Common sense tells us that value is created by companies in the products and services they provide, and this is then distributed and sold to markets. Suppliers and customers are two separate entities in a supply chain. A pharmaceutical company puts value into its products by transforming basic materials into medicines that benefit the customer. This valuable product is then exchanged for money. This is also known as a goods dominant logic because value is seen to be embedded in the goods being sold. Seems pretty obvious, doesn’t it? However, this point of view is based on some taken-for-granted assumptions about how value is created.

Value in use is a challenge to this deeply ingrained assumption about value creation. Using service dominant logic the supplier and the customer are not separate entities in which value is passed from supplier to the customer. Suppliers and customer are imagined as part of a value creating sys-

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the ancients he borrows from both ancients and moderns; but it is remarkable that while Boileau’s borrowings are his best, Dryden’s are infinitely his worst part. So the consequence is that while Boileau is merely a point de repère, a historical document which men simply strive to bring to some relation with the present and the future, Dryden is and will remain at once a source and a model for ever. And he is these because he had the wisdom to ask himself the question, “Do I think this good or bad?” and the wit to answer it, instead of asking and answering the other, “Is it good or bad according to this or that scheme and schedule?”

We have, in short, in Dryden the first very considerable example in England, if not anywhere, of the critic who, while possessing fairly wide knowledge of literature, attributes no arbitrary or conventional eminence to certain parts of it, but at least endeavours to consider it as a whole; of the critic who is never afraid to say “Why?”; of the critic who asks, not whether he ought to like such and such a thing, but whether he does like it, and why he likes it, and whether there is any real reason why he should not like it; of the critic, finally, who tries, without prepossession or convention, to get a general grasp of the book or author, and then to set forth that grasp in luminous language, and with a fair display of supporting analysis and argument. Dryden, of course, is far—very far—from being a faultless monster of criticism. The application of his own process to his own theory will discover in it many mistakes, independent of the imperfect knowledge which has been already admitted, of the inconsistencies which are more of a virtue than of a defect, and of the concessions to tradition and fashion which are almost wholly unfortunate. Nay, more, it may be granted that Dryden did not escape the dangers of the process itself, the dangers of vagueness, of desultoriness, of dilettantism. But he has the root of the matter in him. He knows that art exists to give pleasure, and when he says “I am pleased with this,” he insists on strong reasons being given to show that he ought not to be so. He admits also—nay, insists on—nature, variety, individuality. He will “connoisseur no man out of his senses,”[510] and refuses to be so connoisseured by any, while he will give good reasons for his own and others’ pleasure. These are the marks of the true and catholic criticism; and Dryden has them.

Rymer.

Let us pass from him directly to one who has them not. There are few English critics who require to be dealt with at once more carefully and more faithfully than does Thomas Rymer. He has become a name, and to become a name is to be at least on the way to becoming a legend, if not a myth. Moreover, as his legend is (for good reasons) far from a favourable one, it has been made more legendary by those generous or wayward revolts against it which are not uncommon. It has even been held proper, for some time, to shake the head of deprecation over Macaulay’s “the worst critic that ever lived.” Moreover, Rymer is by no means very accessible—in his critical works, of course, for we speak not here of the Fœdera. Whether these were originally published in very small numbers; whether the common-sense of mankind rose against them and subjected them in unusual proportions to the “martyrdom of pies”; or whether (by one of Time’s humorous revenges) the copies have been absorbed into special collections relating to that altissimo poeta whom Rymer blasphemed, I cannot say. But it is certain that very good libraries often possess either none or only a part of them, and that on the rare occasions on which they appear in catalogues they are priced at about as many pounds as they are intrinsically worth farthings. I think I have seen notices of Rymer which evidently confused The Tragedies of the Last Age (1678) with A Short View of Tragedy (1693).[511] Besides these two, Rymer, independently of smaller things and reissues, had produced, earlier than the earlier, in 1674, a preface to his own translation of Rapin’s Reflections, which completes the trinity of his important criticism. No one of the three is long; in fact, The Tragedies of the Last Age is a very tiny book, which, short as it is, seems to have exhausted the author before he could carry out half his scheme.

A careful and comparative reading of all three has given me a settled, and I think a just, conception of Rymer as of a man of remarkable learning for his age and country, but intensely stupid to begin with, and Puck-led by the Zeitgeist into a charcoal-burner’s faith in “the rules.” In the Preface[512] he is less crabbed than in the two booklets; and, though he already uses the would-be humorous hail-fellow-well-met colloquialism characteristic of the lower Restoration style, and

The Preface to Rapin.

employed even by such a man of letters as L’Estrange and such scholars as Collier and Bentley, he does not push it to the same lengths of clumsy ass-play as later. He thinks that “poets would grow negligent if Critics had not a strict eye on their miscarriages,” yet he admits that this eye sometimes squints, and compares some critics to “Wasps that rather annoy the Bees than terrify the drones.” Then he skims the past, noticing Castelvetro, Malherbe, and others, but thinks that till lately “England was as free from Critics as from Wolves,” Ben Jonson having all the critical learning to himself. After praise of Aristotle and a short notice of his actual author, he then proceeds to consider the history of English poetry independently. As for Chaucer, “our language was not then capable of any heroic character,” nor indeed was the most polite wit of Europe “sufficient for a great design.” Spenser had “a large spirit, a sharp judgment, and a genius for Heroic poetry perhaps above any that ever wrote since Virgil,” but “wanted a true idea,” and was misled by Ariosto. “They who can love Ariosto will be ravished with Spenser, but men of juster thoughts,” &c. His stanza is “nowise proper for our language.”

Davenant and Cowley are criticised with politeness, but not very favourably; the faults of both, as well as their designs, were what Rymer was capable of understanding, and neither provokes him to any rudeness on the one hand or stupidity on the other, though there is an occasional ripple betraying an undercurrent of asperity. Then, after some more general remarks, he takes the accepted test of the Description of Night, and applies it with mixed commendation to Apollonius Rhodius, with rather independent criticism to Virgil, slightingly to Ariosto, and rather cavillingly to Tasso, with a good deal of censure to Marino, and with more to Chapelain, with about as much to Père Le Moyne, and then with very considerable praise to that passage of Dryden’s in the Conquest of Mexico to which Wordsworth was afterwards nearly as unjust as Rymer himself to far greater things.[513] And with this rather patronising “Well done our side!” he stops.

Had Rymer done nothing more than this in criticism it would indeed be absurd to call him our best critic, but it would be still more absurd to call him our worst. There is fair knowledge, there is fair common-sense judgment; the remarks on Chaucer are merely what

might be expected, and on Spenser rather better than might be expected; the detailed censure is correct enough; and though there cannot be said to be any great appreciation of poetry, there is interest in it. Above all, if the piece stood alone, we should hardly think of detecting in it even a murmur of the pedantic snarl which is the one unpardonable sin of a critic.

The Tragedies of the Last Age.

In The Tragedies of the Last Age Rymer ruit in pejus. He had in the interval received some praise, which is always bad for an ill-conditioned man and dangerous for a stupid one; he had conceived the idea of being bee as well as wasp; and he undertook to show Beaumont and Fletcher, Shakespeare and Jonson, their errors, though as matter of fact he lost his wind in belabouring the twins, and had to leave the others till he had taken fifteen years’ breath. He shows himself at once in a mood of facetious truculence and self-importance. He is not going to emulate “the Remarks and eternal triflings of French Grammaticasters.” But he is going to set the “quibble-catching” of his countrymen right, and to put an end to “the Stage-quacks and Empirics in poetry” who despise the rules. “Fancy leaps and frisks, and away she’s gone; while Reason rattles the chain, and follows after,” in which flight Rymer, as often, does not seem to perceive that he is not exactly giving Reason and himself the beau rôle. Then he sets to work on three plays of Beaumont and Fletcher. In Rollo there is nothing to move pity and terror, nothing to delight, nothing to instruct.[514] In A King and No King Panthea actually suggests kissing![515] Arbaces is so bad that he really made Rymer think of Cassius—a withering observation which foretells what the critic was going to say about Shakespeare, though on this occasion he was too exhausted to say it.

He said it fifteen years later with no uncertain voice. The one redeeming feature of the Short View is its remarkable, if not quite impeccable, learning. Rymer really knows something about “Provencial” poetry, though he confuses it (and thereby made Dryden confuse it) with old French, and actually regards Philippe Mouskès—not even a Frenchman but a Fleming—as a “troubadour.” Still, his knowledge is to be praised, and his ignorance forgiven. Less forgivable, but still

The Short View of Tragedy.

not fatal, are the singular want of method with which he flings the result of his learning, pell-mell with his own remarks, on the reader, and (in a yet further degree of culpability) the vulgar jeering of his style. But all this might still pass. His mistakes are much less, and his knowledge much greater, than those of any critic of his age. Others have lacked method; and Bentley was quite, Collier very nearly, as coarsely rude. On some general points, such as the utility of the chorus in keeping playwrights to the rules, he is not unintelligent. He is a great admirer of dumb-show, and thinks that many of the tragical scenes, not merely in Shakespeare, but in Jonson, would go better without words.

More than half the little book[516] is occupied with a display of his learning—first in some general remarks on the drama, and then in a history of it which is, with all its mistakes, better informed than anything of the kind earlier. And then Rymer falls on Othello. He grants it “a phantom of a fable.” But it is a very bad phantom. Ridiculous that Desdemona should love a blackamoor at all; more ridiculous that she should be attracted by his stories of adventure; most that Othello should be made a Venetian general—and so on throughout. But the characters are worse. Rymer simply cannot away with Iago; and this on grounds exquisitely characteristic, not merely of him but of the whole system, of which he is the reductio ad absurdum. It is not nearly so much Iago’s theriotes by which Rymer is shocked, as his violation of the type and the general law. “He would pass upon us a close, dissembling, false, insinuating rascal instead of an open-hearted, frank, plain-dealing soldier—a character constantly worn by them for some thousand years in the world.”[517] Again, “Philosophy tells us it is a principle in the nature of Man to be grateful.... Philosophy must be [the poet’s] guide,”[518] therefore Iago is a poetical impossibility. Rymer knows that historically all men are not grateful: but never mind. The Type! the Type! the Type![519] One need hardly go farther, but in going we cannot, in one sense, fare worse.[520] “Godlike Romans” (as Mr Dryden had already called them) are, in Julius Cæsar, “put in fools’ coats and made jack-puddings of,” which, says Tom justly, “is a sacriledge.” Brutus and Cassius “play a prize, a tryal of skill in huffing and swaggering like two drunken Hectors.” In Tragedy Shakespeare “appears quite out of his element;

The Rule of Tom the Second. his brains are turned; he raves and rambles without any coherence, any spark of reason, or any rule to control him, and set bounds to his frenzy.” Nor does Ben fare much better. He indeed “knew to distinguish men and manners at another rate.” In Catiline “we find ourselves in Europe, we are no longer in the land of Savages,” sighs Rymer with relief. Still Ben, too, “gropes in the dark, and jumbles things together without head and tail;” he, though not “in the gang of the strolling fraternity,” like Shakespeare, “must lie a miserable heap of ruins for want of architecture;” he “sins against the clearest light and conviction” by “interlarding fiddle-faddle comedy and apocryphal matters.” And so forth.

That Rymer was utterly deaf to the poetry of Othello and of Julius Cæsar, that he thinks “the neighing of a horse or the howling of a mastiff possesses more meaning” than Shakespeare’s verse, merely demonstrates that he understood the language of the beasts and did not understand that of the man. It disqualifies him for his business, no doubt, hopelessly and of itself. But in the nature of the case we cannot quarrel with him for this Judgment of God; and, on his own theory, mere poetry is of so little consequence that it does not much matter. But where he is cast hopelessly on his own pleadings, where he shows himself (as he has been called) utterly stupid, is in his inability to understand the fable, the characters themselves. He cannot see that the very points which he blunderingly picks out are the adunata pithana of his own law-giver—the improbabilities or impossibilities made plausible by the poet’s art; and that the excess of this or that quality in Iago, in Desdemona, in Othello, is utterly lost in, or is unerringly adjusted to, their perfect humanity. He is not bound to feel “the pity of it”—which he quotes, much as the pig might grunt at the pearl. But he is bound, on Aristotelian, no less than on the most extreme Romantic, principles, to feel that universality which Dryden had ascribed a quarter of a century before, and for all time to come. Therefore, for once, though no Macaulayan, I venture to indorse my unimportant name on a dictum of Macaulay’s. I have read several critics—I trust this book may show sufficiently that this is no idle boast. I have known several bad critics from Fulgentius to the Abbé d’Aubignac, and from Zoilus to persons of our own day, whom it is unnecessary

to mention. But I never came across a worse critic than Thomas Rymer.[521]

Between its King and its Helot, our Sparta of the last forty years of the seventeenth century does not offer many persons for exornation, with crown or with stripe, as the case may be. Sprat in the famous passage of his History of the Royal Society; Phillips and Winstanley and Langbaine in their attempts at literary history; Sir Thomas Pope Blount in his other attempt at a critical summary of literature; Collier in his moral chevauchées against the ethical corruption of the Drama,—these we may legitimately notice, but at no great length. Dennis, Gildon, and Bysshe will come better in the next Book; and it is hoped that no reader will be so insatiable as to demand the inclusion of Milbourn or of Hickeringill.

The Sprat passage[522] is of the very first importance in the History of English Literature, and has at last been recognised as being so. In it the gorgeous, floriated, conceited style of the earlier century is solemnly denounced, and a “naked natural style of writing” enjoined. But Sprat is careful to point out that this was for the purposes of the Society—for the improvement not of literature but of science; and he does not attempt to argue it out at all from the literary side. The pronouncement expresses the whole sense of the time; it is epoch-making in the history of literary taste; but it does not give itself out as literary criticism, though the spirit of it may be seen in half the literary criticism that follows for nearly a hundred and fifty years.

Sprat.

Edward Phillips.

The infant historians[523] also may be pretty briefly despatched. Edward Phillips, Milton’s nephew, was by all accounts a most respectable person; and considering the prevalence of Royalist opinions (especially as he shared them), he says quite as much about his uncle as could be expected. Besides, it is just possible that Milton was no more engaging as an uncle and schoolmaster than he was as a husband and father He was not alive when Theatrum Poetarum[524] appeared in the winter of 1674-75, but the dignity of the opening “Discourse of the Poets and Poetry in general” has made some think that he had had a hand in it. I am not so sure of this. That it is addressed to Thomas Stanley and Sir Edward Sherburne (each, for all the

His Theatrum Poetarum.

learning of the former and the literary merits of both, among those “rhyming amorists” and Cavaliers whom Milton certainly disliked, and at least affected to disdain) need not much matter. But the style, though often ambitious, does not seem to me above the reach of a man of some learning and moderate ability, who had been about Milton in his youth for years, and at intervals afterwards. Such a man would naturally take the noble-sentiment view of Poetry, talk of the melior natura and “that noble thing education,” and the like; nor would he be at a loss for Miltonic precedents of another kind when he felt inclined to speak of “every single-sheeted pie-corner poet who comes squirting out an Elegy.” The piece is creditable as a whole, and ends with a hesitating attribution of poetic merit to Spenser and Shakespeare, in spite of the “rustic obsolete words,” the “rough-hewn clowterly verse” of the one, and the “unfiled expressions, the rambling and undigested fancies” of the other. The body of the book—an alphabetical dictionary, first of ancient then of modern poets, and lastly of poetesses, alphabetically arranged in a singularly awkward fashion by their prænomina or Christian names when Phillips knows these, and by others when he does not—is much less important. Here again the nephew has been robbed to give to the uncle the notices of Marlowe and Shakespeare, in both of which the most noticeable expressions, “Clean and unsophisticated wit” and “unvulgar style,” apply to Shakespeare himself. Phillips has undoubted credit for appreciation of Drummond (whom he had partially edited from the papers of Scot of Scotstarvit many years earlier) and for singling out from the work of Wither (which was then a by-word with Cavalier critics) The Shepherd’s Hunting for admiration. But he is much more of a list-maker than of a critic.

William Winstanley (who brought out his Lives of the Most Famous English Poets[525] some dozen years later, and levied contributions on Phillips himself in the most nonchalant manner) was a mere bookmaker, to whom is assigned the post of manufacturer for years of “Poor Robin’s Almanack,” and who did other hack-work. His book is chiefly an unmethodical compilation of anecdotes; and as the lives of men of letters have always had more attraction than their works, Winstanley has been found

Winstanley’s Lives.

readable. His place here is simply due to the fact that, putting archaics like Bale and Pits aside, he is the second English Historian of Poets, if not of Poetry.

In connection with Phillips and Winstanley (whom he avowedly follows and acridly comments, accusing them at the same time of having stolen his thunder from a previously published Catalogue) it may be well to notice Gerard Langbaine, the somewhat famous author of the Account of the English Dramatic Poets. [526] Of real criticism there is hardly even as much in Langbaine as in his two Esaus or Jacobs, taking it which way you please. But he is the spiritual ancestor of too many later critics; and there are still too many people who confuse his method with that of criticism for him to be quite left out. That he had a particular animosity to Dryden[527] is less to his discredit than to that of the class to which he belongs. This kind of parasite usually fastens on the fattest and fairest bodies presented to it. Langbaine is first of all a Quellenforscher. Having some reading and a good memory, he discovers that poets do not as a rule invent their matter, and it seems to him a kind of victory over them to point out where they got it. As a mere point of literary history there is of course nothing to object to in this: it is sometimes interesting, and need never be offensive. But, as a matter of fact, it too often is made so, and is always made so in Langbaine. “I must take the freedom to tell our author that most part of the language is stolen.” “Had Mr W. put on his spectacles he would have found it printed thus,” &c., &c. This hole-picking generally turns to hole-forging; and one is not surprised to find Langbaine, after quoting at great length Dryden’s cavillings at the men of the last age, huddling off as “some praises” the magnificent and immortal eulogies[528] which atone for them. I am afraid that Dante, if he had known Langbaine, would have arranged a special bolgia for him; and it would not have lacked later inhabitants.

Langbaine’s Dramatic Poets.

The only too notable quarrel of the Ancients and Moderns produced some deservedly famous literature of the critical kind in England, but its greatest result in that way, The Battle of the Books, will be best noticed, together with its author’s other works, and in the order rather of its own publication than of its composition. Nor need

Temple.

the earlier protagonists, Temple and Bentley, occupy us much; though the latter will give an opportunity of paying at least respects to a kind of Criticism of which we have perforce said little. Temple, a charming writer, and the author, at the close of his critical Essay on Poetry, of one of the most exquisite sentences in English, is simply a critic pour rire. The hundred pages of his Works[529] which are devoted to literature, invited the exercise of Macaulay’s favourite methods by the enormity of their ignorance, the complacency of their dogmatism, and the blandness of their superficiality Temple has glimmerings—he intimates pretty plainly some contempt of at least the French “rules”; but he will still be talking of what he has given himself hardly the slightest pains to know.

This could not be said of Bentley, and the Phalaris Dissertation has been not undeservedly ranked as one of the representative pieces of critical literature. It is only unfortunate that Bentley has meddled so little with the purely literary side of the matter; and the sense of this misfortune may be tempered by remembrance of his dealings with Milton. He is, however, perfectly right in at least hinting[530] that the Pseudo-Phalaris might have been convicted on literary counts, as well as on linguistic and chronological, and that, on grounds of style, the theory of those halfsceptics who attributed the Letters to Lucian was almost worse than the error of the true believers. That Lucian could have written a line of this skimble-skamble stuff is simply impossible; and it must always remain an instance of the slight sense of style possessed by the Humanists that a really great man of letters, like Politian, should have given countenance to the absurdity.

Bentley.

From any point of critical consideration Collier’s famous book[531] must be a most important document in the History of Criticism; and though from some such points it may be of even greater importance than it is to us, we can in no wise omit it. For it is probably the earliest instance in our history where a piece of criticism has apparently changed, to a very great extent, the face of an important department of literature, and has really had no small part in bringing about this change. It is, however, indirectly rather than directly that it concerns us; for it is only here and there

Collier’s Short View.

that Collier takes the literary way of attack, and in that way he is not always, though he is sometimes, happy. Curiously enough, one of his felicities in this kind has been imputed to him for foolishness by his great panegyrist. It is not necessary to feel that sympathy with his opinions on ecclesiastical and political affairs which Macaulay naturally disclaimed, and which some others may cheerfully avow, in order to see that the Tory critic was quite right, and the Whig critic quite wrong, in regard to the dissertations on the Greek and Latin Drama. What may be thought of their technical scholarship does not matter But Macaulay’s undoubted familiarity with the classics must have had a gap in it, and his wide knowledge of modern literature several much greater gaps, if he did not know—first, that Collier had ancient criticism on his side, and secondly, that the allegation of ancient authority and practice where favourable, the arguing-off of it where inconvenient, were exactly the things to influence his generation. When everybody was looking back on the Vossian precept, “Imitate the Ancients, but imitate them only in what is good,” and drawing forward to the Popian axiom,

“To copy Nature is to copy them,”

“dissertations on the Greek and Latin Drama” were not otiose at all, they were absolutely necessary.

But for the most part, as is notorious, Collier is as ethical as Plutarch or Plato. It was desirable that he should be so, and nobody but a paradoxer will ever defend the style of play-writing which produced such things as Limberham, and The Old Bachelor, and even The Relapse—though the first be Dryden’s, and contain some good things in the characters of Prudence and Brainsick, though the second show us the dawn of Congreve’s wit, and though the third contain handfuls of the sprightliest things in the English language. It is in reference to this last, by the way, that Collier chiefly quits the path of ethical criticism, and takes to that of literary, or at least dramatic. There is hardly a sharper and more well-deserved beatingup of the quarters of a ragged dramatic regiment anywhere than that (at p. 212 sq.) on the glaring improbabilities of Vanbrugh’s plot, the absolute want of connection between the title part of it and the real fable—Tom Fashion’s cheating his brother of Hoyden—and the way in which the characters are constantly out of character in order that the author may say clever things. But Collier has serious matters on his mind too much to give us a great deal of this; and the other definitely literary points which I have noted, in a very careful rereading of the piece for this book, are not numerous. I wish he had not called Love’s Labour’s Lost (p. 125) “a very silly play”; but how many people were there then living who would have thought differently? I wish he had worked out his statement (rather rash from his own point of view) at p. 148, “Poets are not always exactly in rule.” He might have developed his views on the Chorus (p. 150) interestingly. I have some other places; but they are not important. The sum is, that though Collier evidently knew most critical authorities, from Aristotle and Horace, through Heinsius and Jonson, to Rapin, and Rymer, and Dryden himself, very well; though he could (pp. 228, 229) state the Unities, and even argue for them—this was not his present purpose, which was simply to cleanse the stage. His interest in other matters in fact blunted what might have been a keen

interest in literature proper And this is thoroughly confirmed by study of his interesting and characteristic Essays, [532] where, out of more than five hundred pages, exactly four are devoted to literature, and these give us nothing but generalities.

That Collier’s victory was very mainly due to the fact that he struck in at the right moment, as spokesman of an already formed popular opinion, would be a matter of reasonable certainty in any case; but the certainty is here historical. One of many proofs at hand is in the curious lighterfull of critical lumber which Sir Thomas Pope Blount launched four (or eight?) years before Collier let his fireship drive into the fleet of the naughty playwrights. In this book,[533] dedicated to Mulgrave, that noble poet himself, Roscommon, Cowley, and the lately published and immensely influential Whole Duty of Man, are quoted to support the argument that “A poet may write upon the subject of Love, but he must avoid obscenity.”[534]

Sir T. P. Blount.

Sir Thomas, however, comes within the inner, and not merely the outer, circle of criticism for his aims and his collections, though certainly not for any critical genius that he displays. His “Remarks upon Poetry,” no less than the “Characters and Censures” which make up the other part of his work, are the purest compilation: and though we are certainly not without compilers in these days (what indeed can a Historian of Criticism do but compile to a great extent?), there are very few of us who are at once honest enough and artless enough to follow the method of Blount. Whether he is arguing that good humour is essentially necessary to a poet (how about the genus irritabile?) or that a poet should not be addicted to flattery, or discussing the “Eglogue, Bucholic [sic], or Pastoral,” whether he is following Phillips and Winstanley and borrowing from both, in compiling a dictionary of poets, he simply empties out his common place-book. “Dryden remarks,” “Rapin observes,” “Mr Cowley tells us,” “Mr Rymer can nowise allow” (this is happy, for it was habitual with Mr Rymer “nowise to allow”), such are the usherings of his paragraphs. He is not uninteresting when he is original (cf. his remarks on Waller); but one is almost more grateful to him for his collections, which put briefly, and together, the critical dicta of a vast number of people. Here we may read, with minimum

of trouble, how Julius Scaliger could not see anything in Catullus but what is common and ordinary; how Dr Sprat said that till the time of Henry the Eighth there was nothing wrote in the English language except Chaucer that a man would care to read twice; how Scaliger once more, and Petrus Crinitus, and Johannes Ludovicus Vives, and Eustatius Swartius, thought Claudian quite in the first rank of poets; how Tanneguy le Fèvre shook his head over Pindar as having “something too much the air of the Dithyrambick”; and how Cœlius Rhodiginus was good enough to find that same Dantes Aligerus, who displeased others, a “poet not contemptible.”[535] These things are infinitely pleasant to read, and give one a positive affection for Sir Thomas Pope Blount as one turns them in the big black print of his handy quarto; yet perhaps it would be excessive to call him a great critic. What he does, besides providing this gazophylacium for the connoisseur, is to show how wide the interest in criticism was. A further turn, and the last in this walk, may be furnished to us by one of his own quotations (p. 137 of the Characters and Censures) of an answer to the question, “Whether Milton and Waller were not the best English poets, and which was the better of the two?” from The Athenian Mercury, vol. v., No. 4. For this curious and interesting medley of Dunton’s, and Samuel Wesley’s, and others’, was almost the first to provide something in English answering, or that might have answered, to the Journal des Savants and the Mercure Galant. Actually, the Mercury was not very literary. I do not pretend to have examined the original volumes with any very great care. But in the three copious books which were either directly compiled out of it, or composed in imitation the Athenian Oracle, [536] Athenian Sport, and The British Apollo literature holds no very large place. The Oracle does indeed give at p. 438 a very elaborate answer to the question, “Whether the Dramatic Poets of the Last Age exceeded those of this?” and the Apollo, besides a versification of the identical query and answer which Blount had quoted, contains a long descant on the Origin of Poetry, and a remarkably shrewd answer to the question, “Which is the best poet—Boileau, Molière, or La Fontaine?” But the time of literary periodicals in England was not yet, though this was the very eve of it: and they must therefore be postponed.[537]

Periodicals:

The Athenian Mercury, &c.

484. The chief critical loci in Milton are all among the best known passages of his work. They are the peremptory anathema on rhyme in the prose note added to Paradise Lost, in what Professor Masson has settled to be the “Fifth Form of the First Edition”; the short Defence of Tragedy, wholly on Italian principles but adapted to Puritan understandings, prefixed to Samson Agonistes; the first description of his own studies in The Reason of Church Government; the more elaborate return upon that subject—a singular mixture of exquisite phrasing and literary appreciation with insolent abuse—in the Apology for Smectymnuus (which is not, as some have thought, the same thing as The [Platonic] Apology) and divers clauses in the Tractate of Education, especially the reference to “Castelvetro, Tasso, and Mazzoni,” whom he credits with “sublime art,” and puts on a level with Aristotle and Horace. We might add a few casual girds, such as that at the supposed cacophony of Hall’s “Teach each” in the Apology for Smectymnuus, which has been compared to Malherbe’s vellications of Desportes (cf. sup., p. 245). A complete critical treatise from him (if only he could have been prevailed upon to write in a good temper) would have been of supreme interest: it is not so certain that it would have been of supreme value, even if he had been in that temper.

485. He has practically given us nothing but a slight apology for sacred verse (common in his time and natural from the author of the Davideis); with a slighter seasoning of the also familiar defence of poetry from being mere “lying,” in the Preface to the folio edition of his Poems; some still slighter remarks on Comedy in that to Cutter of Coleman Street; and hardly more than a glance at literary education in his Proposition for the Advancement of Experimental Philosophy. In this last we may feel a sort of gust of the same spirit which appears in his disciple Sprat’s History of the Royal Society (v. infra).

486. Both these will be found in Chalmers’ Poets, vi. 349-372. Hobbes’s Answer is also in Molesworth’s ed. of the Works, iv. 443458. It is there followed by a short literary letter to Edward Howard of the British Princes, the most egregious of Dryden’s egregious leash of brothers-in-law. To these may be added the brief literary passage in the chapter of “Intellectual Virtues” in the First Part of Leviathan (ibid., iii. 58) and the “Brief” of the Rhetoric (referred to supra, vol. i.

p. 40); ibid., vi. 416-510. I have a copy of the first edition of this, anonymous and undated, but assigned to 1655-57 by bibliographers. It does not contain the shorter Art of Rhetoric, which follows in Molesworth.

487. This Boojum, I fear, will disturb some of my friends. But I put him under the protection of the Powder of Pimperlimpimp, and of the Equinoctials of Queubus.

488. See the Discourse on Satire—Scott (in the edition revised by the present writer) (London, 1882-93), xiii. 24 sq., or Ker (ed. cit. post), ii. 33 sq.

489. I do not smile so much as some may over “no, not Du Bartas.” But though oases are far from rare in what may seem, to those who know it not, this thirsty land of criticism, I hardly know a more delightful “diamond of the desert” than the refusal to admit somebody else lest you should have to admit Dante, and the subsequent “Dante, Marino, and others.” When the eye is weary of italic print, or of a too closely packed quarto page, or of François Hédelin, Abbé d’Aubignac, in any type or format, it is pleasant half to shut it, and let the dream of these “others” wave before one. I see that they must have written in Italian; but other common measure, other link to bind them both to the Commedia and to the Adone, is yet to seek for me.

490. Lest the last note should lead any one to think that I wish to make inept and ignoble game of Davenant, let me observe that he can write admirable things, worthy a son, in double sense, of Oxford. Could anything be happier than this of Spenser: “His noble and most artful hands”? The mere selection of the epithets is good, the combination of them famously so.

491. This attempt to get Epic as close as possible to Drama—to work all the kinds of Imitation back into one arch-kind—appears more or less fitfully in the whole Neo-Classic school. And we shall never quite understand the much discussed “Heroic Play,” till we take it in conjunction with the “Heroic Poem.”

492. There is, of course, critical matter in Howell’s Letters, and in a score or scores of other places; but it is of the kind that we must now neglect, or select from with the most jealous hand.

493 Of the great critical men of letters of 1800-1850 only Leigh Hunt—the least of them—was just to Dryden; even Hazlitt is inadequate on him. Among our preceptistas of the same or a little later date, Keble (Præl. v.) mildly perstringes Dryden’s inconsistency (“male sibi constat D.”), but rather as poet than as critic. Garbett, his successor and opponent, a great admirer of Dryden’s style, and one who expresses just regret at the want of common knowledge of it, is very severe (Præl. x.) on his want of philosophical profundity and sincerity. But the reverend Professor had found nearly as much fault on this score with Longinus.

494. Dryden made no mistake about Longinus. He calls him, in the Apology prefixed to The State of Innocence, “the greatest critic among the Greeks after Aristotle,” cites him often, and parades and uses a long passage of the Περὶ

in the Preface to Troilus and Cressida. The references are conveniently collected in Mr Ker’s index (v. inf.)

495. Dryden’s critical work, which until recently was accessible with ease only in Scott’s elaborate edition of his works, or in Malone’s less bulky, but still bulky and not excessively common, edition of the Prose, has recently been given, with quite admirable editorial matter, by Professor Ker (2 vols., Oxford, 1900). I wish he had included one or two more things, especially the Heads of an answer to Rymer; but it must be admitted that the authenticity of these, though I think not doubtful, is not absolutely certain, and the correct text still less so. See note on Rymer infra, and my edition of Scott, xv. 378 sq., for text and history.

496. Defence of an Essay of Dramatic Poesy. Scott, ed. cit., xi. 295: Ker, i. 113.

497. Preface to Miscellanies, ii.; Scott, ed. cit., xii. 295; Ker, i. 263. I wish that Dryden were alive for many reasons: not least because he would certainly pay the debt that he owes to my friend Mr Ker magnificentissime. No one has vindicated him better against the halfwitted blunderers. But I am not quite so much inclined as even Mr Ker is to father his critical style on Chapelain and La Mesnardière, Sarrasin and Scudéry, or on Corneille himself. It is not till SaintEvremond, perhaps even till Fénelon, that I can find in French the

indescribable omne tulit punctum as in him. And both, are his inferiors.

498. I have not thought it necessary to encumber the page with references in the case of the shorter Essays, where any one can discover the passages cited, whether he uses Scott, Malone, the originals, or Mr Ker’s special collection, with no more labour than is good for him and deserved by them. In the case of the longer pieces the references will be given at least sufficiently often to make the locating of the others easy, without turning the lower part of the page into a kind of arithmetical table.

499. As including Invention, Fancy, and Elocution, but in itself merely considered as synonymous with “Wit.” It was probably from this that Addison (see below) started that Imagination theory of his which has been so much overrated.

500. When the present writer began his revision of Scott’s Dryden in the year 1881 there were no separate editions of the Essay since the originals. There are now, of annotated issues of it, either by itself or with more or less of its author’s related work, no less than five known to me,—those of Mr Thomas Arnold (Oxford, 1886), Mr Strunk (New York, 1898), Mr Low (London, n. d.), Mr Nichol Smith (Glasgow, 1900), and Professor Ker’s. The study of English literature in schools and colleges has been much abused, very foolishly talked about by some of its advocates, and no doubt not always wisely directed. But it is at least something to be said for it that it has made such a masterpiece as this known to probably a hundred persons for every one who knew it twenty years ago.

501. One of the very earliest evidences of the interest in dramatic criticism felt in England, immediately after the Restoration, must be Pepys’ note that on September 1, 1660, when he was dining at the Bullhead, there “rose ... a dispute between Mr Moore and Dr Clerke —the former affirming that it was essential to a tragedy to have the argument of it true, which the Doctor denied.” The question, on the very English terms of another dinner and a bet, was to be settled by Pepys himself three days later. He does not tell us whether he read up for it; but on the 4th he decided for the Doctor (Diary, ed. Wheatley, i. 233).

502 Here, to glance at the matter of Dryden and the Spaniards (v sup., p. 332, and inf., on Spence), is a possible reminiscence of Lope’s Arte Nuevo, 178-180—

Que aquesta variedad deleyta mucho: Buen exemplo nos da naturaleza, Que por tal variedad tiene belleza.

503. Scott, xv. 337; Ker, i. 75.

504. In the Discourse on Satire. Scott, xiii. 3; Ker, ii. 17.

505. “I have further to add that I seldom use the wit and language of any romance or play which I undertake to alter; because my own invention, as bad as it is, can furnish me with nothing so dull as what is there.” These invocations of Nemesis are seldom unheard by the acute ears of that satiric Goddess.

506. Lesser, but far from negligible; for the Character of SaintEvremond is both personally and critically interesting, and the critical biographies of Lucian and Plutarch lead straight to Johnson.

507. “In his Juvenilia ... his rhyme is always constrained or forced.”—Discourse on Satire.

508 Chapelain might like the early romances (v supra, p. 260). But here Boileau was the spokesman of France.

509. They have deceived the very elect, e.g., M. Rigault, who in not altogether unnatural amazement at the dictum, “Spenser wanted only to have read the rules of Bossu,” classes (Q. des A. et des M., p. 311) Dryden as an ancien enragé. But M. Rigault is at a wrong angle in most of the English part of his book,—so much so as to strike a chill into any one who has to criticise a foreign literature, lest, lacking the grace of the Muses, he too go astray.

510. A phrase of Blake’s.

511. The fact is that the two are parts of the same book; and that a second edition of the first appeared in 1692, just before the first of the second next year.

512. Vol. ii. pp. 107-130 of the 1706 edition of Rapin in English. At p. 113 Rymer says that he will not here examine the various qualities which make English fit above all other languages for Heroic Poesy, “the world expecting these matters learnedly and largely discussed in a particular treatise on that subject.” This apparently important

announcement is marginally annotated “Sheringham.” I suppose this was Robert S., a Norfolk man (as his name imports), of Caius College, and Proctor at Cambridge just before the Commonwealth ejection. He is described (see Dict. Nat. Biog.) as an “excellent linguist,” but seems to have been more of an antiquary than of a man of letters. As the D. N. B. says nothing of any such work as Rymer glances at, I suppose the world was disappointed of it by his sudden death in May 1678, four years after Rymer wrote.

513. I do not think that Rymer ever intended to be rude to Dryden, though his clumsy allusions to “Bays” in the Short View naturally rubbed the discrowned Laureate the wrong way for a time.

514. Rymer’s elaborate directions for removing the Romantic offence of this play, and adjusting it to Classical correctness and decorum, are among the most involuntarily funny things in criticism (pp. 19-24).

515. Rymer knew something of Old French. How horrified he would have been if he had come across the lines in Floriant et Florete (2904, 2905)—

“Si samble qu' enfes voit disant 'Baise, baise, je voil baisier!”

516. It has (excluding an appended extract from the Registers of the Parliament of Paris about Mysteries) only 168 pages of perhaps 200 words each; and much of it is quotation. But it is far longer than The Tragedies of the Last Age.

517. Short View, p. 94.

518. Ibid., p. 144.

519. It is curious to read the deliberately stupid misunderstanding of Aristotle by which this is justified.

520. It may be not unamusing to give an instance or two of the way in which Nemesis has made poor Tom speak truth unconsciously,—

“They who like this author’s writing will not be offended to find so much repeated from him” [Shakespeare].—P. 108.

“Never in the world had any pagan Poet his brains turned at this monstrous rate.”—P. 111.

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