Service triads: A research agenda for buyer–supplier–customer triads in business services

Wynstra, Finn; Spring, Martin; Schoenherr, Tobias

doi:10.1016/j.jom.2014.10.002

Cited by 162 publications

(242 citation statements)

References 119 publications

(131 reference statements)

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“…For example, Ritter (2000) discusses how influencing other relationships can change a focal relationship's performance. From an operations management perspective, Wynstra et al (2015) note how altered value propositions require new relationships within the triad-for example, a manufacturer must ensure the dealer's ability to deliver services, consistent with the value proposition between the manufacturer and the user. A shift from dialogue to "trialogue" thus is essential for value propositions in a triadic setting (Nätti et al 2014).…”

Section: Network Ties In Business Triadsmentioning

confidence: 99%

“…The emergence of new and increasingly networked business models, such as service triads (Wynstra et al 2015), hybrid business models (Teece 2010), industrial service channels (Nordin et al 2013), and collaborative alliances (Wu et al 2010), highlights the limitations of considering only dyadic value propositions. As our case illustrates, a traditional dyadic perspective on value propositions is insufficient when actors other than the supplier firm have user relationships, such as when a manufacturer has no local market presence and operates through dealers.…”

Section: Value Proposition Dynamicsmentioning

confidence: 99%

“…In addition to such anecdotal evidence, prior research suggests the need to move beyond buyer-supplier dyads when analyzing service-led growth in industrial contexts (Kowalkowski et al 2013;Nordin et al 2013). In particular, triadic analysis likely is vital for understanding other prominent network structures, such as competitor alliance networks (Madhavan et al 2004;Wu et al 2010) or service triads (Wynstra et al 2015).…”

Section: Introductionmentioning

confidence: 99%

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Triadic Value Propositions: When It Takes More Than Two to Tango

2016

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Value propositions are reciprocal resource-integration promises and value alignment mechanisms, operating to and from actors seeking an equitable exchange. In a business triad, any change in the relationship between two actors also affects relationships with the third actor, influencing resource integration and value creation at the value constellation level. This study of the development of a triadic value proposition analyzes how the discontinuous effects of a new service initiative alter the relationships among actors in a manufacturerdealer-user triad. A qualitative empirical inquiry examines a ten-year process, in which a leading industry incumbent enters the service business by crafting a triadic value proposition.As the value proposition evolves over time, the network ties-and thus the interdependence among manufacturer, dealer, and user-strengthen. The findings offer firms a better understanding of how to involve and collaborate with key actors to initiate discontinuous changes at the firm and network levels. These insights are particularly timely in light of the difficulties that product firms face when intermediaries are decisive for the success of their service-led growth initiatives.Keywords: value proposition; network ties; relationship development; service systems; case study application Application abstractDeveloping a value proposition is a critical strategic issue for marketing managers. Even as competitive advantage increasingly appears in networked business models though, the concept of the value proposition has yet to be extended to multilateral settings. For example, studies of service-led growth in industrial contexts often focus on the manufacturer and customer but omit service partners as critical actors. The authors therefore suggest a triadic value proposition and analyze how such value propositions might evolve over time in an industrial context, a setting in which service partners' performance often is a foundation for manufacturer success. Substantial adjustments to the arrangement between two parties likely influence what can be proposed to the third, which makes collaboration with all parties necessary to initiate any discontinuous change at the network level. To make this concept more actionable, the authors also illustrate how managers might approach the task of crafting triadic value propositions. The insight for management is straightforward: By adopting a triadic perspective while developing the value proposition, companies can increase the viability of their service system and provide a more compelling market offering.3

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Section: Network Ties In Business Triadsmentioning

confidence: 99%

Section: Value Proposition Dynamicsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Triadic Value Propositions: When It Takes More Than Two to Tango

2016

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“…First, in some markets, the performance (products, services, solutions) itself becomes so complex that organizations need new processes to dynamically design, execute and deliver value (Caldwell and Howard, 2010). Second, linear value chain relationships tend to be replaced by multi-sided, reciprocal networks, for instance the network of hotels -brokering sites -customers (Wynstra et al, 2015;Rysman, 2009;Orlikowski and Scott, 2015). 'Who gives and receives what to and from whom' is no longer a transactional quid-pro-quo matter but embedded in a complex network.…”

Section: Complex Inter-organizational Performance Managementmentioning

confidence: 99%

“…Narrative fragments may involve a core group of stakeholders enacting a particular narrative value network, e.g. focused on products, services or a particular policy (Gehman et al, 2013;Wynstra et al, 2015;Meier et al, 2010) or a more complex multi-stakeholder network involved in value creating networks (Reypens et al, 2016;Möller and Rajala, 2007). Network patterns may prove stable in an abstract sense, also called the ostensive aspect of routines (Feldman and Pentland, 2003).…”

Section: Adopting a Narrative Perspectivementioning

confidence: 99%

Alliance strategy: context, process, and requirements

Keers

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Contracting outsourced services with collaborative key performance indicators

Akkermans

Oppen²,

Wynstra

et al. 2019

J of Ops Management

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While service outsourcing may benefit from the application of performance-based contracts (PBCs), the implementation of such contracts is usually challenging. Service performance is often not only dependent on supplier effort but also on the behavior of the buying firm. Existing research on performance-based contracting provides very limited understanding on how this challenge may be overcome. This article describes a design science research project that develops a novel approach to buyer-supplier contracting, using collaborative key performance indicators (KPIs). Collaborative KPIs evaluate and reward not only the supplier contribution to customer performance but also the customer's behavior to enable this. In this way, performance-based contracting can also be applied to settings where supplier and customer activities are interdependent, while traditional contracting theories suggest that output controls are not effective under such conditions. In the collaborative KPI contracting process, indicators measure both supplier and customer (buying firm) performance and promote collaboration by being defined through a collaborative process and by focusing on end-of-process indicators. The article discusses the original case setting of a telecommunication service provider experiencing critical problems in outsourcing IT services. The initial intervention implementing this contracting approach produced substantial improvements, both in performance and in the relationship between buyer and supplier. Subsequently, the approach was tested and evaluated in two other settings, resulting in a set of actionable propositions on the efficacy of collaborative KPI contracting. Our study demonstrates how defining, monitoring, and incentivizing the performance of specific processes at the buying firm can help alleviate the limitations of traditional performance-based contracting when the supplier's liability for service performance is difficult to verify. K E Y W O R D Scollaboration, design science research, key performance indicators (KPIs), outsourcing, performance measurement, performance-based contracts, service procurement

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Service triads: A research agenda for buyer–supplier–customer triads in business services

Cited by 162 publications

References 119 publications

Triadic Value Propositions: When It Takes More Than Two to Tango

Triadic Value Propositions: When It Takes More Than Two to Tango

Alliance strategy: context, process, and requirements

Contracting outsourced services with collaborative key performance indicators

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