Category: Background

Articles that cover basic background information

We innovate, under a service dominated thinking approach, for similar reasons as product dominated thinking (differentiate, cost leadership, value chains).

But also to enhance, entice and enrich our customers; to react to changes in ecosystem value generation; and to offer what customers are expecting from other markets/industries.

We live in an exciting world of "jobs to be done" and "blue ocean" thinking.

Reading time <1 min

Much is made in service-dominant logic about value being co-created. But if it can be co-created, can it also be co-destructed?

Yes, it can. But early descriptions of interactive value formation either down played it or ignored it - destroying value is old school goods-dominant thinking.

But we can define it as occurring when interactions between actors results in a decline in at least one of the actors' well-being

And we investigate a framework that looks at components of orientation, resources and perceptions over time (before, in use and after) contribute to value co-destruction

Reading time <11 mins

When our ways of thinking, acting and behaving are based mainly on goods, then we are following a goods-dominant logic

Such a logic leads us to see a world where

  • Manufacturers embed value in a goods
  • Customers use-up/destroy that embeded value
  • Focus is on how to extract maximum return at the value exchange between manufacturer and customer

It is a logic that has been sufficient for nearly 300 years. But we will argue later that it is no longer sufficient, given that services are eating the world.

Reading time <8 mins

Does the classic marketing mix- product, price, place and promotion - fit for today's world? A world where

  • the consumer is better informed
  • our economies are service dominated,
  • technology is replacing people, and
  • we are concerned with sustainability and circular economy

Reading time <16 mins

It's useful to have some background on product-dominated innovation since service-dominated innovation is similar (yet with additional factors to address).

In this article we look at:

  1. how the roles, resources and value attributes of product innovation play out
  2. Rogers' adoptability/diffusion curve
  3. Moore's crossing the chasm
  4. Bass' adoption curve
  5. the factors that impact the speed of innovation adoption

Reading time <8 mins

Is our current way of thinking about the world - a so called goods-dominant logic that is goods-centric and has a heavy focus on value-exchange - the best mindset for services?

In this first of two articles we look at what is this goods-dominant mindset. We conclude that yes we could use it for services, but it limits us. It is like driving a performance sports car, but only ever using 1st gear.

Once we look more at services we realise a new logic is needed to access the other gears. But that this is a realisation not a revolution.

Reading time <4 mins

"94% of executives are unsatisfied with innovation performance". Yet "84% see innovation as important to growth"! And "54% of companies struggle to bridge the gap between innovation and business". Worse; "very few executives know what the problem is and how to fix it"!

We have forgotten the basics. Firstly that "the firm has two, and only two activities: marketing and innovation". And that "people don't want to buy a 1/4 inch drill, they want a 1/4 inch hole".

Instead, we (accidentally?) embark on innovation theatre, misalign execution with vision, and forget there is resistance to innovation. We miss following service-dominant logic. Which drives customer-centric thinking, and co-value generation; is a natural home for job-to-be-done and blue ocean theories; helps us minimise marketing myopia; and focuses us past point of sale, to additional services, servitization of goods, and the circular economy.

Reading time <10 mins