Value Creation in Information Business based on the Service Field

2014 ◽  
pp. 325-346
Author(s):  
Michitaka Kosaka ◽  
Haruko Nagaoka ◽  
Minh Chau Doan
Keyword(s):  
Value Creation ◽  
Information Service ◽  
Service Dominant Logic ◽  
Dominant Logic ◽  
Service Business ◽  
Model Based ◽  
Service Field

A new value creation approach to the information business is proposed based on the service field concept. The characteristic of value creation is situation dependent and similar to “value in use” in Service Dominant Logic (SDL). Therefore, the service field concept and KIKI model, which are proposed in Chapter 2 of this book, are applied to the information service business. First, the usefulness of the KIKI model and issues with it for information business are discussed. Then, a methodology of managing the KIKI model holistically in service business is proposed by using the Business Dynamic (BD) methodology. Finally, the service field concept is applied to Information Service Mediators (ISMs), and a new service mediator model based on SDL is proposed. The effectiveness of the service field concept is emphasized in this chapter.

A Concept of a Service Field and its Applications to Create Service Value

2014 ◽  
pp. 22-43 ◽  
Author(s):  
Michitaka Kosaka ◽  
Jing Wang ◽  
Weiwei Han ◽  
Qi Zhang
Keyword(s):  
Field Theory ◽  
Value Creation ◽  
Service Dominant Logic ◽  
Customer Choice ◽  
Dominant Logic ◽  
High Service ◽  
Service Value ◽  
Service Field

A new concept of a service field for creating service values is proposed. This concept is analogous to the field theory in physics and corresponds to the “value in use” concept in Service Dominant Logic (SDL). First, the service field is applied to customer choice as an enterprise countermeasure. Then, the service field is applied to service value creation, where it is essential to identify the service field to create high service values. Based on identification of the service field, a service value creation model called the “KIKI model” is proposed and applied to a B-to-B collaboration framework.

Co-creation and higher order customer engagement in hospitality and tourism services

2016 ◽  
Vol 28 (2) ◽  
pp. 222-245 ◽  
Author(s):  
Prakash K. Chathoth ◽  
Gerardo R. Ungson ◽  
Robert J. Harrington ◽  
Eric S.W. Chan
Keyword(s):  
Value Creation ◽  
Higher Order ◽  
Customer Engagement ◽  
Service Dominant Logic ◽  
Content Type ◽  
Dominant Logic ◽  
Ex Post ◽  
Ex Ante ◽  
Experiential Value

Purpose – This paper aims to present a review of the literature associated with co-creation and higher-order customer engagement concepts and poses critical questions related to the current state of research. Additionally, the paper presents a framework for customer engagement and co-creation with relevance to hospitality transactions. Design/methodology/approach – Earlier research on co-production, co-creation, consumer engagement and service-dominant logic are discussed and synthesized. Based on this synthesis, links and contrasts of these varying research streams are presented providing an articulation of key characteristics of each and how these might be applied within a hospitality context. Findings – Modalities in service transactions vary among traditional production, co-production and co-creation based on changes in attitudes, enabling technologies and the logic or ideology supporting the change. Transaction characteristics vary among manufacturing, quasi-manufacturing and services based on several key categories including differences in boundary conditions, enablers, success requirements, sustainability requirements, the dominant logic used and key barriers/vulnerabilities. When creating experiential value for consumers, firms should consider several aspects ex-ante, in-situ and ex-post of the change and during the change process. Research limitations/implications – Firms need to move toward higher-order customer engagement using co-creative modalities to enhance value creation. Current practices in the hotel industry may not in their entirety support this notion. Ex-ante, in-situ and ex-post considerations for creating experiential value need to be used as part of a checklist of questions for firms to pose in order to move toward managing customer experiences using the service-dominant logic as part of the firm’s orientation toward its market. This would give it the required thrust to create superior engagement platforms that use co-creative modalities while addressing the barriers to higher-order customer engagement as identified in the literature. Originality/value – The hospitality and tourism literature on co-creation and higher-order customer engagement is still in its infancy. A synthesis of these early studies provides support for the need for future research on co-creation that more clearly articulates the modality firms could use to move toward co-creation. This paper develops a dynamic framework using characteristics of co-creation that integrate the various stages of value creation (i.e. input, throughput and output).

Service-Dominant Logic and Nonprofit Organizations: A Value Creation Perspective

2019 ◽  
pp. 1-19 ◽  
Author(s):  
Renata Klafke ◽  
Flávio Von Der Osten ◽  
Simone R. Didonet ◽  
Ana Maria M. Toaldo
Keyword(s):  
Nonprofit Organizations ◽  
Value Creation ◽  
Service Dominant Logic ◽  
Dominant Logic ◽  
A Value

The Effect of Value-Creation on Consumer-Based Destination Brand Equity

2016 ◽  
Vol 56 (8) ◽  
pp. 1011-1031 ◽  
Author(s):  
Dolores María Frías Jamilena ◽  
Ana Isabel Polo Peña ◽  
Miguel Ángel Rodríguez Molina
Keyword(s):  
Brand Equity ◽  
Value Creation ◽  
Competitive Strategies ◽  
Service Dominant Logic ◽  
Dominant Logic ◽  
Tourist Destinations ◽  
Destination Brand

The present work examines the competitive strategies of tourist destinations and proposes that value-creation among tourists during their entire experience of a destination (before, during, and after their stay) is an antecedent of increased destination brand equity. This value-creation is conceptualized and measured from the service-dominant logic perspective. The research objective is achieved by (a) identifying the dimensions of customer-based destination brand equity and tourist value-creation; (b) validating the scales generated for the measurement of both variables; and (c) proposing a model that captures the antecedent effect of value-creation on customer-based destination brand equity. The findings reveal that value-creation is an antecedent by which the customer perceives greater destination brand equity. The results of the study make a contribution to the specialized literature on tourism and service-dominant logic and offer interesting implications for the professional domain.

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.

scholarly journals Towards A Value-Dominant Logic of Marketing

2019 ◽  
Vol 7 (3) ◽  
Author(s):  
Hunter Hastings ◽  
Fernando Antonio Monteiro Christoph D´´´Andrea ◽  
Per Bylund
Keyword(s):  
Value Creation ◽  
Market Process ◽  
Service Dominant Logic ◽  
Dominant Logic ◽  
A Value ◽  
Subjective Value ◽  
The Individual

Inspired by Vargo & Lusch’s Service-Dominant Logic (SDL) and relying on the Austrian School’s individualism and subjectivism, we use knowledge from economics to better support the discussion of the primary topic of Marketing: that of value creation. Specifically, we draft a Value-Dominant Logic. We provide ten foundational premises stemming from the recognition that value is subjective and, consequently, cannot be created by entrepreneurs or firms. Entrepreneurs and firms propose value, but subjective value can only be perceived, created and thus experienced in the individual consumer’s mind. By adopting the perspective that logically follows from this understanding, the disciplines of management and marketing will be better able to narrow the uncertainties of the market process, and entrepreneurs can make better decisions about how to help consumers overcome felt uneasiness by adopting their proposed solutions.

scholarly journals Analysing Voluntary Contribution To Online Forums Using A Proposed Critical Mass Contribution Model

2015 ◽  
Vol 31 (2) ◽  
pp. 687 ◽  
Author(s):  
Qunying Huo ◽  
Adrian Palmer
Keyword(s):  
Critical Mass ◽  
Online Forums ◽  
Service Dominant Logic ◽  
Network Growth ◽  
Dominant Logic ◽  
Model Based ◽  
Partial Models ◽  
Voluntary Contribution

Online forums have become a popular means of communication, embracing the concept of customer co-creation defined by service dominant logic. Many company sponsored online forums fail to grow, whereas others rapidly achieve a scale at which they become sustainable. There have been many narrative descriptions to propose reasons for success and many partial models based on network growth and random association. This paper makes a contribution to knowledge by proposing a model based on critical mass theories. This integrates a range of discipline bases and recognises the differential rates of contribution of contributors and the evaluations they make prior to contribution. Practical suggestions are made for how companies can use the principles of critical mass models to improve their seeding of new forums with a view to rapidly reaching a critical mass where a forum becomes sustainable.

A service-dominant logic for banking services

2012 ◽  
pp. 81-93
Author(s):  
Vincenzo Formisano ◽  
Giuseppe Russo ◽  
Rosa Lombardi
Keyword(s):  
Value Creation ◽  
Global Economy ◽  
Economic Value ◽  
Decisive Role ◽  
Theory And Practice ◽  
New Paradigm ◽  
Service Dominant Logic ◽  
Banking Services ◽  
Dominant Logic

In the current competitive scenario, services now pervade all business activities, involving every production system and every organization. The emerging importance of services and their decisive role, compared to goods, in every business transaction in the global economy encourages scholars, professionals and business experts to engage in research models, paradigms and theories to better describe the new processes of value creation. This paper aims to analyze the applicability of the theoretical Service-Dominant Logic model to the field of local banking services, therefore, to interpret the concepts within a sector, that is, banking, in which the service component is increasingly becoming more strategic. The article briefly reviews the main features of the evolution of the process of banking services to represent their current evolutionary foundations in the light of the new paradigm of the S-D Logic. The paper combines theory and practice, with the help of a case study, appropriately selected for analysis. To conclude, the analysis shows that the theoretical approach of the Service-Dominant Logic improves the performance of the bank analyzed in economic terms (increased economic value created) as well as in terms of services offerred to customers with improved interactions, relationships and loyalty.

Unlocking customer accounting’s potential: a service-dominant logic approach

2018 ◽  
Vol 30 (3) ◽  
pp. 371-386 ◽  
Author(s):  
Frederick Ng ◽  
Zack Wood
Keyword(s):  
Value Creation ◽  
Design Methodology ◽  
Active Role ◽  
Service Dominant Logic ◽  
Content Type ◽  
Dominant Logic ◽  
Logic Approach ◽  
Practical Implications ◽  
Do So

Purpose This paper aims to problematise critiques raised against customer accounting’s numeric focus, which risks controlling and simplifying customers rather than facilitating closer engagement. This analysis suggests ways to better account for what it is that customers buy, why they do so and how to better serve them. Design/methodology/approach Service-dominant logic (SDL) is a marketing ideology that recognises the active role of customers in value creation. Seven customer accounting techniques are appraised against SDL principles to identify strengths and shortfalls in logic and application. Findings Customer accounting techniques align with SDL’s beneficiary-oriented and relational view of customers. Weaker alignment is found regarding a focus on outputs rather than outcomes, silence about the customer’s role in co-creating value and failure to recognise contextual circumstances. Research limitations/implications The analysis uses prototypical descriptions of customer accounting techniques. Actual applications could offset weaknesses or raise other shortfalls. Practical implications For each area of SDL, the authors suggest avenues for integrating SDL into customer accounting using related literature and building on concepts within customer accounting techniques. Originality/value SDL contrasts with the traditional, goods-dominant logic that underscores much of accounting. SDL is used to critically and constructively evaluate customer accounting techniques.

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