scholarly journals Service-dominant logic and service logic - contradictory and/or complementary?

2017 ◽  
Vol 6 (1) ◽  
pp. 1
Author(s):  
Hannu Saarijärvi ◽  
Pekka Puustinen ◽  
Mika Yrjölä ◽  
Katariina Mäenpää
Keyword(s):  
Service Dominant Logic ◽  
Dominant Logic ◽  
Service Logic

The Islamic View on Service-Dominant Logic, Service Logic, and Customer-Dominant Logic

2021 ◽  
pp. 418-438
Author(s):  
Ahmad Rafiki ◽  
Muhammad Dharma Tuah Putra Nasution ◽  
Yossie Rossanty
Keyword(s):  
Content Analysis ◽  
Focal Point ◽  
Added Value ◽  
Analysis Method ◽  
Service Dominant Logic ◽  
Work Ethics ◽  
Dominant Logic ◽  
Content Analysis Method ◽  
Service Logic ◽  
Islamic View

The purpose of this chapter is firstly to explore the differences of the three concepts of service-dominant logic, service logic, and customer dominant logic, and secondly is to see the Islamic view on these three concepts. The authors adopt the content analysis method by reviewing the literature from various sources, and the topic will then be elaborated and discussed thoroughly. A few concepts in Islam such as values in services, excellent services, Islamic work ethics are embedded into the logic. This establishes the fact that the focal point of Islam is to supply excellent services to everyone specifically the customers as well as ensuring that every service is equipped with an added value.

The service revolution and its marketing implications: service logic vs service-dominant logic

2014 ◽  
Vol 24 (3) ◽  
pp. 206-229 ◽  
Author(s):  
Christian Grönroos ◽  
Johanna Gummerus
Keyword(s):  
Value Creation ◽  
Service Dominant Logic ◽  
Content Type ◽  
Dominant Logic ◽  
Value Propositions ◽  
Managerial Implications ◽  
Service Logic ◽  
Conceptual Paper ◽  
Managerial Level ◽  
Service Perspective

Purpose – The purpose of this conceptual paper is to analyse the implications generated by a service perspective. Design/methodology/approach – A conceptual analysis of two approaches to understanding service perspectives, service logic (SL) and service-dominant logic (SDL), reveals direct and indirect marketing implications. Findings – The SDL is based on a metaphorical view of co-creation and value co-creation, in which the firm, customers and other actors participate in the process that leads to value for customers. The approach is firm-driven; the service provider drives value creation. The managerial implications are not service perspective-based, and co-creation may be imprisoned by its metaphor. In contrast, SL takes an analytical approach, with co-creation concepts that can significantly reinvent marketing from a service perspective. Value gets created in customer processes, and value creation is customer driven. Ten managerial SL principles derived from these analyses offer theoretical and practical conclusions with the potential to reinvent marketing. Research limitations/implications – The SDL can direct researchers’ and managers’ views towards complex value-generation processes. The SL can analyse this process on a managerial level, to derive customer-centric, service perspective-based opportunities to reinvent marketing. Practical implications – The analysis and principles help marketing break free from offering only value propositions and become an organisation-wide responsibility. Firms must organise service-influenced marketing and create a customer focus among all employees, beyond conventional marketing. Originality/value – A service perspective on business has key managerial implications and enables researchers and managers to find new, customer-centric, service-influenced marketing approaches.

Service Logic Business Model Canvas

2018 ◽  
Vol 20 (1) ◽  
pp. 70-98 ◽  
Author(s):  
Jukka Ojasalo ◽  
Katri Ojasalo
Keyword(s):  
Focus Group ◽  
Business Model ◽  
Customer Value ◽  
Model Development ◽  
Service Dominant Logic ◽  
Content Type ◽  
Dominant Logic ◽  
Business Model Canvas ◽  
Service Logic ◽  
Business Model Development

Purpose The purpose of this study is to develop a service logic oriented framework for business model development. “Service logic” covers the basic principles of the three contemporary customer value focused business logics: service-dominant logic, service logic and customer-dominant logic. Design/methodology/approach This study is based on an empirical qualitative research and deployed the focus group method. The data are generated in a series of interactive co-creative focus group workshops involving both practitioners and academics. Findings As the outcome, a new tool was developed, called Service Logic Business Model Canvas. The new canvas is a modified version of the original Business Model Canvas (Osterwalder and Pigneur, 2010). Research limitations/implications This study adopts service logic in business model thinking and increases knowledge on how to keep the customer needs in the centre of business model development. Practical implications The developed canvas makes the theory of service-dominant logic tangible and easily applicable in practice. It enables service innovation truly based on customer value by ensuring that the customer is in the centre of all the elements of a business model. It can function both as a rapid prototype of a new business model and as a communication tool that quickly illustrates the company’s current business model. It can also help in creating a customer-centred business culture. It is designed to be applied to each customer profile separately, thus enabling a deeper understanding of the customer logic of each relevant profile. Originality/value Earlier business model frameworks tend to be provider-centric and goods-dominant, and require further development and adaptation to service logic. This study adopts service logic in business model thinking. It embeds the true and deep customer understanding and customer value in each element of the business model, and contributes to both business model and service-dominant logic literature.

scholarly journals Service-dominant logic and service logic - contradictory and/or complementary?

2017 ◽  
Vol 6 (1) ◽  
pp. 1
Author(s):  
Mika Yrjölä ◽  
Katariina Mäenpää ◽  
Hannu Saarijärvi ◽  
Pekka Puustinen
Keyword(s):  
Service Dominant Logic ◽  
Dominant Logic ◽  
Service Logic

Service Innovation: A Service-Dominant Logic Perspective

MIS Quarterly ◽  
2015 ◽  
Vol 39 (1) ◽  
pp. 155-175 ◽  
Author(s):  
Robert F. Lusch ◽  
◽  
Satish Nambisan ◽  
Keyword(s):  
Service Innovation ◽  
Service Dominant Logic ◽  
Dominant Logic

scholarly journals Telephone follow-up of oncology patients: the contribution of the nurse specialist for a Service-Dominant Logic in hospital

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Corinne Rochette ◽  
Anne Sophie Michallet ◽  
Stéphanie Malartre-Sapienza ◽  
Sophie Rodier
Keyword(s):  
Patient Activation ◽  
Central Element ◽  
Cancer Control ◽  
Control Unit ◽  
Active Phase ◽  
Nurse Specialist ◽  
Structured Interviews ◽  
Service Dominant Logic ◽  
Dominant Logic

Abstract Background The French healthcare system is characterised by a shift towards outpatient care and the desire to develop telemedicine affirmed in the collective commitment “Ma santé 2022” presented by President Macron in 2018. In France, remote patient follow up has recently been developed in the active phase of cancer treatment inspired by the patient navigation approach used in other countries. According to Service-Dominant Logic (S-D L), patients become more active. Their role in co-production of services is strengthened and their behaviours changed. Telephone follow-ups can contribute to modifying the relationship between the patient and the nurse navigators in charge of it, moving logically from a passive attitude from the patient to a more active one. Methods This study was carried out at Léon Bérard, a cancer control unit, in France. It concerned patients treated in an oncohaematology department, who benefited from telephone follow-ups carried out by nurse specialists during the active phase of their treatment. The multidisciplinary research team including social science researchers, physicians and carers developed a research protocol to study this pilot case. Essentially based on a qualitative approach, it was validated by the centre’s management to study this follow-up on patients’ behaviours. The 1st phase of the research, based on 24 semi-structured interviews with patients undergoing treatment undertaken from November 2018 to September 2019, is presented. Results The Telephone follow-up was a positive experience for all patients. The action of the nurse specialist helped to develop certain dimensions of in-role and extra-role behaviour that created value. The patients’ discourse has reported a positive follow-up in its clinical dimensions, its psychological dimensions and an enhanced quality of life. We detected a patient activation through their roles but it remained limited. The telephone follow-up also created a patient dependency. Conclusions The telephone follow-up is a relevant tool for patients undergoing treatment and it deserves to be more widely deployed. It brings comfort and creates a relationship based on trust but at the same time it limits the emancipation of the patient, which is a central element of the S-D logic and its empowerment.

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