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The roots of the goods-dominant logic are found in early economic theory based almost exclusively on price and performance. The dominant logic acted as a basis when marketing emerged and drove the understanding of the field forward. This lasted until a new emerging logic was identified in form of the service-dominant logic, which started to emerge when times changed and information, knowledge and abilities became more important. Value offerings had until this point worked as an offer communicated by a seller to a buyer, but in the new emerging logic companies could only convey value propositions. The focus shifted from a set value in the material exchanged to a potential value, which was then realized through the processes of the customer.It turned out that the goods-dominant logic had restricted and prevented a full understanding for the field of marketing. Value creation expanded from selling products to supporting customers with their creation of value, but at the same time the goods-dominant logic was a deeply rooted mindset. Organizations had for a long time experienced trouble communicating value propositions that consisted of different kinds of products or services, and the implications presented themselves in the organizations market relations, profitability and economic growth. The receiver of a value proposition did usually not acknowledge the value if the offering company could not exactly specify how the outcome improved the productions performance, which is far from simple when dealing with intangible benefits such as information, knowledge and abilities. How organizations choose to convey the value of their value propositions and how this is perceived could be the key to obtain accurate assessments of the value in these cases. The purpose of the study is therefore to examine what organizations can do to motivate value propositions of the service-dominant logic.Three different operations and a total of two organizations have been investigated in the study. In the case of the supplier the purpose was to identify how they convey their value propositions to customers, and how they perceive the customers perception of their offerings. The results demonstrated that the supplier used a service-dominant approach and had a good understanding for the customers’ perception of their value propositions. In the case of the customers the investigation was directed towards what actually affects their perception of value propositions, which turned out to be highly contextual as both the organizational steering and the field of use for individual components actively played a part. Within the results and analysis three general alternatives emerged that could be used by the supplier to better convey their value propositions.From this point the theoretical and practical implications of the study are discussed, from which support is given to the proposition about how the service-dominant logic encloses the goods-dominant logic instead of replacing it, together with the purpose for the study. How organizations can manage businesses that are seen as unprofitable was also discussed together with a couple of theories of value and value creation of which the study supports. Finally, the limitations and future research for the study is addressed. Validerat; 20160331 (global_studentproject_submitter)