to deliver value for both the customer and corporate perception. Capon & Hulbert introduced some factors that a firm must consider before making pricing decisions. Some of these factors include: Perceived substitutes: differentiation on offers and prices compared to competitors. Unique value: customers weigh the benefits and features of the product and perceive these benefits as a unique value provided solely by the organization. Price/Quality: firms should consider that customers will seek to have a positive price/quality relationship for a product to make a purchase decision. Zeithaml studied three consumer defined values: Low price, Quality and value for money, and Features. The study concluded that perceived value is the customer's overall assessment of the utility of a product based on perceptions of what is received and what is given. Some Customers may see value in cheap prices, and other may see value in volume obtained. The startup literature acknowledges that value is created from providing a solution to a problem. But in The Value Mix, de Ternay argues that value is above all perceived and therefore creating value also depends on addressing human emotions. Innovation It is believed by Lindic and Marques that value proposition is a significant catalyst for customer focused innovation. Kambil and Baragheh claim innovation is a phenomenon that requires a multidisciplinary approach for analysis due to its sheer complexity. Fields such as strategic management, organisational science, and information systems marketing are central to this analysis. Lindic used the example of Amazon.com; the transformation from an online bookstore to one of the world's most important online shopping services. Amazon.com has evolved through diversification from their struggling brand prior to the internet bubble burst in 2000, allowing for a great example for analysis and explanation of the potential innovation resulting from value proposition. Amazon also represents the so-called new economy yet at the same time it shares many characteristics with traditional companies. In fact, offline activities represent 70 percent of its core business. As a result, we are able to identify innovations which are common in both traditional and new economy companies. included features like the possibility to search among books based on not only book titles, but also keywords spread throughout the content, reducing the consumers time and energy for finding their desired item. Another was the patented “one-click” feature, allowing customers to efficiently purchase goods without having to repeatedly submit their payment and shipping information. All