Managing the co-creation of value

Central to service-dominant (S-D) logic is the proposition that the customer becomes a co-creator of value. This emphasizes the development of customer–supplier relationships through interaction and dialog. However, research to date suggests relatively little is known about how customers engage in the co-creation of value. In this article, the authors: explore the nature of value co-creation in the context of S-D logic; develop a conceptual framework for understanding and managing value co-creation; and utilize field-based research to illustrate practical application of the framework. This process-based framework provides a structure for customer involvement that takes account of key foundational propositions of S-D logic and places the customer explicitly at the same level of importance as the company as co-creators of value. Synthesis of diverse concepts from research on services, customer value and relationship marketing into a new process-based framework for co-creation provide new insights into managing the process of value co-creation.     

Critical service logic: making sense of value creation and co-creation

Because extant literature on the service logic of marketing is dominated by a metaphorical view of value co-creation, the roles of both service providers and customers remain analytically unspecified, without a theoretically sound foundation for value creation or co-creation. This article analyzes value creation and co-creation in service by analytically defining the roles of the customer and the firm, as well as the scope, locus, and nature of value and value creation. Value creation refers to customers’ creation of value-in-use; co-creation is a function of interaction. Both the firm’s and the customer’s actions can be categorized by spheres (provider, joint, customer), and their interactions are either direct or indirect, leading to different forms of value creation and co-creation. This conceptualization of value creation spheres extends knowledge about how value-in-use emerges and how value creation can be managed; it also emphasizes the pivotal role of direct interactions for value co-creation opportunities.     

The evolving brand logic: a service-dominant logic perspective

The meanings of brand and branding have been evolving over the past several decades. This evolution is converging on a new conceptual logic, which views brand in terms of collaborative, value co-creation activities of firms and all of their stakeholders and brand value in terms of the stakeholders’ collectively perceived value-in-use. The authors argue that this new logic parallels and reflects the related, evolving service-dominant (S-D) logic in marketing. They provide an historical account of the branding literature, organize it into eras, and connect it to the evolution in marketing as captured by S-D logic. The analysis provides further support for the S-D logic of marketing and suggests a related research agenda for furthering the understanding of brand and branding. It also suggests that marketing managers might benefit from investing resources in building strong brand relationships with all of their stakeholders and a service-dominant firm philosophy built around brand value co-creation.     

The effects of customer participation in co-created service recovery

The benefits of customer co-creation of value in the service context are well recognized. However, little is known about service failures in a co-creation context and the consequent roles of both firms and customers in the advent of service recovery. In conceptualizing a new construct, “customer participation in service recovery,” this study proposes a theoretical framework that delineates the consequences of the construct and empirically tests the proposed framework using role-playing experiments. The results indicate that, when customers participate in the service recovery process in self-service technology contexts, they are more likely to report higher levels of role clarity, perceived value of future co-creation, satisfaction with the service recovery, and intention to co-create value in the future. Theoretical and managerial implications of the findings are discussed. Authors are listed alphabetically.     

Reconfiguration of the conceptual landscape: a tribute to the service logic of Richard Normann

This article is a tribute to the late Richard Normann, whose call for a “service logic” (Normann, Reframing Business: When the Map Changes the Landscape, Wiley, Chichester, p. 99, 2001) both parallels and enriches service-dominant (S-D) logic (Vargo and Lusch, J. Mark, 68:1–17, 2004a). Like Vargo and Lusch, Normann shifted the focus of the offering from an output to a process of value creation and perceived the firm as an organizer of this process, with the customer as a co-producer, rather than a receiver of value. He also argued that offerings are “frozen knowledge,” similar to Vargo and Lusch’s contention that the basis of exchange is applied operant resources (service) and suggested that the ‘dematerialization’ of resources increases their ‘liquidity’, which allows increased “density” for value creation. Thus, he suggested that firms need to “reframe business”—rethink the logic of value creation—to reveal opportunities in reconfiguring the value constellations of which they are part. This tribute explores these and other similarities and differences between Normann’s work and the evolving S-D logic.     

Effects of dominance transitions on advice adherence in professional service conversations

For many professional services, advice adherence is a necessary condition for achieving service success for both customers and service providers. Despite their pivotal roles in value co-creation, typical conversational interactions often lead to low adherence. We propose that enabling a “dominance transition,” from provider dominance in the pre-advice stage to customer dominance in the post-advice stage, enhances advice adherence because it increases customers’ perceived common ground. Furthermore, providers’ consultation focus, customers’ prior knowledge, and customers’ perceived adherence effort moderate this process. Using mixed methods, including both empirical modeling and controlled and field experiments, we validate the proposed model in various contexts (healthcare, financial services, and fitness and wellness counseling). The findings establish several theoretical contributions and offer managerial implications for improving advice adherence by managing dominance transitions in conversational interactions more effectively through training service providers or even programming AI chatbots.

     

An expanded and strategic view of discontinuous innovations: deploying a service-dominant logic

The service-dominant logic (S-D logic) provides a novel and valuable theoretical perspective that necessitates a rethinking and reevaluation of the conventional literature on innovation. This literature is built upon a goods-dominant logic and has resulted in a restricted and out-moded perspective that overlooks many major discontinuous innovations. In this article, we show how many innovations can be better understood by deploying a S-D logic perspective. We present six S-D logic categories of discontinuous innovation positing that they can help scholars and managers analyze, design and implement breakthrough advances in resource use. We argue that discontinuous innovation can arise by changing any of the customers’ roles of users, buyers and payers on the first dimension. On the second dimension, the firm changes its value creation by embedding operant resources into objects, by changing the integrators of resources, and by reconfiguring value constellations. Finally, we offer some managerial and research implications of this expanded and strategic view of discontinuous innovation.

读懂<资本论>的"效用/劳动价值论"--从方法论角度再探马恩价值理论全相

许多复杂理论体系的实质与其方法论密不可分。马恩共识于“价值是对效用和劳动花费的衡量”,“价值”与“生产力”同义;但是,这种价值理论在《资本论》各卷中的展述却是按照“从抽象上升到具体”的方法,从抽象的“劳动价值论”出发,一步一步上升为“具体”的。细读之,可以发现,每向“具体”前进一步,都靠劳动价值论与某种突现使用价值决定性的理论相结合而完成,其理论实质是使劳动价值论被纳入唯物史观框架。其中包括,第二卷指出,一旦要具体考察社会总资本的流通,就不能只囿于劳动价值论,还要考虑社会规模的使用价值即社会效用,并依此建立了再生产理论;第三卷又进而指出,从总体上考察资本主义生产,更不能囿于第一卷对价值规律的抽象论述,而要充分理解:价值规律的进一步展开,包括了对社会规模的使用价值即社会效用决定意义的含纳,此即宏观的“效用/劳动价值论”。显然,从方法论层面看,马恩的价值理论不限于劳动价值论,它是由抽象劳动价值论上升为具体的宏观的“效用/劳动价值论”的理论体系。     

消费互动、共创价值及其对顾客忠诚影响的路径研究——基于阐释方法的分析

共创价值中的价值专指情感体验价值。消费互动能够创造情感体验价值,是共创价值行为的主要表现形式。以消费互动为基础的共创价值可以促使消费社群融合,使顾客更加忠诚。采用阐释学研究方法,以提供健身、保养等服务的女子会所为研究对象,能够验证上述内容。     

劳动价值论中的几个关系式释疑

深化对社会主义社会劳动和劳动价值理论的研究和认识不可不探讨劳动价值论中的几个关系式 ,需要对以下几个等式或不等式释疑 :劳动=价值释疑 ;劳动 /价值≠财富释疑 ;价值量=1/劳动生产力释疑 ;价格=价值、价格≠价值释疑。     

养老服务发展的实证分析、目标模式与对策——以浙江省临安市为例

地方养老服务发展面临较为严重的供需矛盾,养老服务发展的目标模式是政府、社会力量与老年人分别作为养老服务的提供者、生产者和消费者,三方主体互动同时又有各自的功能与职责权限。围绕这一目标模式,地方养老服务发展要转变养老服务理念,创新养老服务方式和机制,完善与落实养老服务政策制度支持体系以及建立和完善养老服务质量评估体系。     

论经济与经济学的含义

经济与经济学,是社会经济生活与经济学术研究中两个最为基本的概念。准确把握这两个概念的含义,是展开一切研究的基础。经济与经济学都有多种不同的含义,关键是要把握住其基本的含义。经济的基本含义是所有社会生产、交换、分配与消费活动的总称。经济学则是研究社会经济总体的专门学问。     

B2B relationship calculus: quantifying resource effects in service-dominant logic

Increasingly, knowledgeable business-to-business (B2B) customers and evolving customer needs are leading to seismic shifts in vendor–client interactions. Across industries, sellers are changing their business models from a simple goods orientation to a hybrid goods–services model, placing greater emphasis on delivering complete customer solutions. In such an environment, companies must find ways to prioritize investments in resource development. The service-dominant (S-D) logic framework offers significant insights into this challenge; however, these effects have not been tested quantitatively. This study addresses that gap, examining the influence of various seller resources on buyer satisfaction. An empirical analysis of buying organizations that purchased and implemented business intelligence systems finds that “augmented” operant resources that the buyers ascribe to the software’s sellers—resources that go above and beyond expectations—are the most significant predictors of both successful technology assimilation and overall customer relationship quality. In particular, an augmented operant resource reflecting a seller’s ability to see value creation opportunities from the buyer’s perspective (value mindset) has up to three times the effect on relationship satisfaction as “core” operant resources such as product-specific expertise or basic interpersonal service skills. These results can help sellers prioritize resource investments.     

Customer-to-customer exchange: Its MOA antecedents and its impact on value creation and loyalty

Value creation through customer-to-customer exchange occurs when the perceived benefits of a company’s offering are increased as a result of customers’ interaction with one another. C2C exchange exists in a wide variety of service environments, both online and face-to-face. Drawing on the motivation, opportunity, and ability (MOA) framework, this research presents and tests a theoretical model that examines antecedents and outcomes of C2C exchange in the context of face-to-face networking behaviors at professional association meetings. Data were obtained from a survey of conference attendees, and the hypotheses were tested using moderated regression and path analysis. The results show a three-way interaction effect among the MOA factors, that the MOA model does predict the level of C2C exchange, and that C2C exchange does enhance service value perceptions and customer loyalty intentions.     

A rejoinder: Is all social exchange marketing? A reply

Our article, “Is All Social Exchange Marketing?”, was a reaction to the works of several authors, only one of which was an article by Richard Bagozzi, “Marketing as Exchange” (1975). This article is a reaction specifically to Bagozzi's “Is All Social Exchange Marketing?: A Reply” (1977). Neither this article nor our earlier one is a development of a theory or a framework for the construction of marketing theory. Thus there were no developments of premises, propositions or formated statements of relationships in that article or this one which might be miscontrued to be a perspective, framework, or theory of marketing. First, we challenge Bagozzi to develop a unique theory of marketing exchange as differentiated from more general concepts of all social, psychological and economic exchanges. Then we defend the purpose and logic of our article against Bagozzi's fallacious assertions relating to our fallacies of logic and misinterpretations of his works, and we point out his inconsistencies and fallacies of logic.     

正确理解知识经济下的劳动价值理论

马克思的劳动价值理论是整个政治经济学的基石。本文拟就知识经济下出现的各种背离劳动价值理论的“新观点”进行剖析,以进一步廓清理论的真面目,并提出只有正确理解劳动价值理论,才能在实践中加以坚持和发展,确保马克思的经济学说在文化主义建设中的指导地位。     

论经济学价值论的三个基本问题——兼论价值论研究的必要性

价值本质、价值源泉和价值尺度是价值论的三个基本问题,它们决定价值论的性质,并通过价值论决定经济学的性质。古典政治经济学对这三个问题的回答有两种路线,逐渐演化出两种对立的价值论和经济学体系。两种经济学在理论和实践中的隔阂和对立使价值论以不同的方式退出了经济学的研究范围。中国建设社会主义与市场经济的社会实践对两种经济学的融合与突破提出了迫切需要,也提供了现实条件,这就要求对价值论展开广泛深入的研究。     

对马克思劳动价值论的几点思考

劳动价值论是马克思主义经济理论中一个十分重要的理论。马克思通过对商品交换等式、社会必要劳动时间、劳动复杂程度对价值的影响以及对商品交换价值的分析初步确立了劳动价值论。不过,其中有一些观点还是需要我们在其基础上作进一步阐述。     

价值多样性和社会主义核心价值观

党的十七大报告关于建设社会主义核心价值体系的论述,为引领价值多样性指明了方向。现阶段,我国社会客观存在的各种思想和价值观念相互交织、激荡和碰撞,彼消此长,呈现出"一元主导,多样并存"的趋势,价值多样性在很大程度上猛烈地冲击着社会主义核心价值体系的建设。因此,用社会主义核心价值观引领多样性的人生价值观,对大学生思想建设具有重大的现实指导意义。     

Service-dominant logic: continuing the evolution

Since the introductory article for what has become known as the “service-dominant (S-D) logic of marketing,” “Evolving to a New Dominant Logic for Marketing,” was published in the Journal of Marketing (Vargo, S. L., & Lusch, R. F. (2004a)), there has been considerable discussion and elaboration of its specifics. This article highlights and clarifies the salient issues associated with S-D logic and updates the original foundational premises (FPs) and adds an FP. Directions for future work are also discussed.