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Management is not an end in itself, but always concerns organizational value creation. The term value creation refers to two distinct, yet closely related issues:

• On the one hand, value creation means the outcome of value creation, i.e., products or services (or effects in general), from which value creation addressees (e.g., customers, patients, or a concert audience) can derive a specific benefit.

• On the other, value creation means the value creation process, i.e., all activities leading to the outcome of value creation (such activities include inbound logistics, production and outgoing logistics, marketing, distribution, and customer service). Any value creation process can be greatly simplified and schematized as a “value chain” (Figure 1).

When the SGMM speaks of value creation, we always mean both aspects, because the outcome can never be understood and designed without the process.

Figure 1: Value chain (Porter, 1985: 37) [22]