Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF SASKATCHEWAN For Authors:If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comWith over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Customer engagement is a concept that has emerged recently to capture customers' total set of behavioral activities toward a firm. The purpose of this paper is to study the effect of customer engagement behaviors on perceived relationship benefits and relationship outcomes. Design/methodology/approach -An online survey of members of a gaming Facebook brand community, resulting in 276 usable responses from gaming customers. Findings -Customer engagement was divided into "Community Engagement Behaviors" (CEB) and "Transactional Engagement Behaviors" (TEB). In addition, three relationship benefits were identified: social benefits, entertainment benefits and economic benefits. The engagement behaviors largely influenced the benefits received. Furthermore, the mediation analysis results show that the influence of CEB on satisfaction is partially mediated by social benefits and entertainment benefits, while the effect of TEB on satisfaction is fully mediated through the same benefits. The effect of CEB on loyalty is mediated through entertainment benefits.Research limitations/implications -The findings are limited to one brand community. The findings have implications for further research on customer engagement. Practical implications -The paper's findings give ideas about how firms can utilize Facebook communities to enhance satisfaction and loyalty by offering the right kinds of relationship benefits. Managers are encouraged to study customer engagement behaviors on, and perceptions of, all channels and to utilize this information for the development of their social media strategies. Originality/value -Customer engagement is a newly introduced concept on which scarce empirical research exists, and there is very little evidence of its effect on customer relationships. This is the first paper to study customer engagement empirically on a Facebook brand community, and to relate customer engagement to relationship constructs.

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.

The present article alleviates the often-cited ambiguity of the value concept by proposing that value research consists of two main streams: value creation processes and value outcomes. The prior considers the parties, activities, and resources involved in value creation, whereas the latter explains the value outcomes customers perceive. Furthermore, the article investigates the value approach offered by the Service-Dominant logic, which proposes that value is co-created by firms and customers, and that beneficiaries determine the value [outcomes] (Vargo and Lusch, 2008). Finally, the article discusses how value creation processes and value outcomes might be interlinked, and creates a number of propositions to this end. It is in particular proposed that experiences offer a shared platform for investigating value creation processes and value outcomes.

This paper has been peer-reviewed but does not include the final publisher proof-corrections or journal pagination. Citation for the original published paper (version of record):Skålen, P., Gummerus, J., Koskull, C., Magnusson, P. (2015) Exploring value propositions and service innovation: a service-dominant logic study. Journal of the Academy of Marketing ABSTRACTThis paper presents an eight-firm study, conducted from the service-dominant logic perspective, which makes a contribution regarding knowledge of the anatomy of value propositions and service innovation. The paper suggests that value propositions are configurations of several different practices and resources. The paper finds that 10 common practices, organized in three main aggregates, constitute and fulfill value propositions: i.e. provision practices, representational practices, and management and organizational practices.Moreover, the paper suggests that service innovation can be equated with the creation of new value propositions by means of developing existing or creating new practices and/or resources, or by means of integrating practices and resources in new ways. It identifies four types of service innovation (adaptation, resource-based innovation, practice-based innovation, and combinative innovation) and three types of service innovation processes (practice-based, resource-based, and combinative). The key managerial insight provided by the paper is that service innovation must be conducted and value propositions must be evaluated from the perspective of the customers' value creation, the service that the customer experiences.Successful service innovation is not only contingent on having the right resources, established methods and practices for integrating these resources into attractive value propositions are also needed.

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