Service Systems

Abstract

The proposed framework sheds light on the fundamental role that value propositions play in service systems. Building on service-dominant logic from marketing and structuration theory from sociology, the authors theoretically link three service constructs: value propositions as invitations from actors to one another to engage in service, engagement as alignment of connections and dispositions, and service experience as many-to-many engagement. The proposed framework generates future research directions and theory development regarding the crucial role of value propositions in service systems; ultimately, it contributes to a deeper understanding of markets that is different than that which is guided by the standard neoclassical economics view of markets.

Customer experience management: toward implementing an evolving marketing concept

“…We propose that these mindsets extend MO and CRM by being indicative of a firm's cultural market network mindset (see Fig. 4.2)-that is, the mental model that Bevolving into global business networks from the production end to the consumption end^ (Achrol and Kotler 2012, p. 30) results in sustainable competitive advantages (Cambra-Fierro et al 2011;Chandler and Lusch 2014;Day 2011;Hult 2011;Lusch and Webster 2011;Webster and Lusch 2013).…”

“…These different CEs co-determine whether to further engage with the touchpoints of a given firm or brand. To address this aspect of the CE concept, Webster and Lusch (2013) and Chandler and Lusch (2014) accordingly state that firms should increasingly address the interdependencies between different customer roles.…”

“…In particular, we draw on and integrate more recent, supportive theoretical research to transfer our CEM framework to the implementation of an evolving marketing concept. By doing so, literature highlights the following aspects as being inherent to an evolving marketing concept: a firm's (1) cultural market network mindset (e.g., Achrol and Kotler 2012;Cambra-Fierro et al 2011;Hult 2011), (2) strategic design of potentially firm-spanning value constellation propositions (e.g., Chandler and Lusch 2014;Skålén et al 2015;Webster and Lusch 2013), and (3) dynamic system of capabilities for the realization of organizational ambidexterity (e.g., Day 2011;Raisch and Birkinshaw 2008;Weerawardena et al 2015). Figure 4.1 illustrates our first proposition that CEM represents a comprehensive management concept that systemizes and serves the implementation of an evolving marketing concept.…”

“…Given the overall challenge of digitalization associated with increasingly transparent, empowered, and collaborative consumer markets, several scholars have suggested rethinking central marketing practices and the current self-conception of marketing (Achrol and Kotler 2012;Chandler and Lusch 2014;Day 2011;Hult 2011;Webster and Lusch 2013). In turn, practitioners have begun appraising customer experience management (CEM) as one of the most promising management approaches for meeting these market challenges.…”

What’s the Purpose of Higher Education? Proposing Meso-Level Operationalizable Superordinate Strategic Goals for Higher Education Developing the Higher Education Strategy Model and Metrics (HESM & M)

“…Our conceptual model's theoretical basis is the service-dominant logic (Akaka, Vargo, & Wieland, 2017;Wawrzinek, Ellert, & Germelmann, 2017;Vargo & Lusch, 2016;Chandler & Lusch, 2015). With the use of a service scientific perspective, higher education can be analyzed as a service that "involves multiple processes of interactions among many different actors" (Chandler & Lusch, 2015, p. 6).…”