Abstract: Marketing needs a new mindset to fulfill its proper role in creating and sustaining strategic advantage. To extend its influence beyond the boundaries of current offerings, the firm, and conventional practice, marketing and markets must be viewed through a service lens. This lens allows marketing to take a lead role in assisting the enterprise to enable value co-creation by customers who have jobs to be done. This article offers four new premises to guide marketing thought and practice for achieving and sustaining strategic advantage. (Keywords: Corporate Strategy, Value Creation, Marketing, Strategic Planning, Innovation, Management Philosophy)
“While the customer always participates in value creation, the customer can have a more or less active role in the service provision itself. Thus, in matching its resources and capabilities, a company must decide where on a continuum of “enabling” to “relieving” service it will be because this impacts the service role of the customer. […]
Did Henry Ford say “If I had asked people what they wanted, they would have said faster horses.”? Article also covers the point of Ford’s initial advantage being lost as you could not customise away from any colour but black – overtook by GMs more flexible ““A Car for Every Purse and Purpose” approach of […]
Abstract: Along with the ‘servicisation’ of society, innovation in services has become a topical issue. However, analytical and detailed discussion about the nature of service innovations and their emergence is only beginning. This article aims to contribute to this discussion through a theoretical analysis supplemented with findings from two empirical case studies. The theories examined are multi-disciplinary including general service theories, general innovation theories and theories linked to new service development and innovation management. The empirical studies have been carried out in Finland in the fields of real estate and construction services and of knowledge-intensive business services.
Abstract: Focuses on the roles of customers in creating quality and productivity in service experiences. Presents two conceptual frameworks to aid managerial understanding and focus research efforts on customer participation. The first framework captures levels of customer participation across different types of services. The second discusses three major roles of customers in the service delivery process. Two examples of the concepts are presented ‐ one in a weight loss context and the other in a mammography screening setting. Both are based on empirical research and illustrate specific applications of customers’ roles in creating the service experience.
introduces concept of customer as a temporary employee during service provision
Abstract: In this paper we provide a conceptual approach to modelling value propositions. We argue that rigorous modelling in an ontological style could improve several aspects of business. Modelling and mapping value propositions helps better understanding the value a company wants to offer its customers and makes it communicable between various stakeholders. Using a common language (ontology) in defining a company's offering brings manager's mental models into a common form. Further, conceptually seized value propositions are comparable to the value propositions of a firm's competitors because the follow a rigid framework and make it possible to identify the competitive position of a firm's value proposition.
Gives a model of value life cycle Value appropriation – creation Value consumption – ownership/usage Value renewal – for example firmware upgrades giving new functionality Value transfer – value has gone for customer, but may still be able to gain value by transferring ownership (e.g. 2nd hand sales)