The management and marketing of services

ServiceForum 07 October 29-30, 2007, Tampere, Finland The Management and Marketing of Service Implications of a Service Logic and Customer Value-In-Use Perspective Tore Strandvik Professor of Marketing CERS Centre for Relationship Marketing and Service Management HANKEN Swedish School of Economics and Business Administration Helsinki, Finland CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Services marketing or service marketing? Service-dominant logic,Service logic, Service science, Value-in- use...what is going on? CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

HISTORY AND PRESENT CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

An Inside View from One Classroom of the Nordic School Past, Present, & Future of Research at the Department of Marketing and CERS, HANKEN, Finland CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Nordic School Timeline at Hanken s, nt ioritie gm r p M ools p track shi ion e Sch Rel at Rel e of th erv & ting & S rke nded ice as on BA a v Ser cted ken M u ip Mt is fo ent ute sh n stit e in agem el Han n tio s In e ce n . ela nagem llen d Ma ncl r& s’ hai or R a i xce n roo on re f ice M r E ting a gC 1 rö n t i t fo tin Cen Serv 0 n G sserta ard arke rke n) 20 stia ao w i and S A ip M rect M nati hri oral d ER ionsh Ct Di rs do c C at Do (5 y l Re 1980 1994 2000 2004 2007 1990 Continuous cooperation with CTF/Karlstad University and Stockholm University, ASU ES ing EK ives y udy T m t ade pic ES r st king rom rspec c K f on fa mA TE f to in g pe ng s for s fro search om ion o panie anc tegic nship nci s in B ES ith fr at n ra ap g re h fi fin cin ng tio m EK w t i t nci emen in co arc ing S Rela rch tionsh nan ERS m T ration na pl se dy fi r C aa tion es e h fi fro e Re stu and ch l c R nd Re ear nd fo arc ing im rienta ing Coop ce rdi for ervi Res inla nc e Res study hip o / No vice a fina ding S F n h an of for ations o Ser arc r y ese ing B versit l e Ry R ni d stu ory U m CERS Centre for Relationship E Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Research Topics in the Beginning (1994) CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Doctoral dissertations at the Marketing Department of Hanken (31) 1994-2007 Quality, value, loyalty 167. Rytting, Leif: Visst gör kunden en stor del av jobbet – referensramar för kunders medverkan vid tillkomsten av konsumenttjänster, Customer Participation in Consumer Services, 2007 (Conceptual) 155. Korkman, Oskar: Customer Value Formation in Practice: A Practice-Theoretical Approach, 2006 (Conceptual, qualitative) 129. Leino, Mirel: Value Creation in Professional Service Processes. Propositions for Understanding Financial Value from a Customer Perspective, 2004 (Conceptual, Theoretical) 125. Nordman, Christina: Understanding Customer Loyalty and Disloyalty - The Effect of Loyalty-Supporting and -Repressing Factors, 2004 (Conceptual, Qualitative) 124. Heinonen, Kristina: Time and Location as Customer Perceived Value Drivers, 2004 (Conceptual, Quantitative and Qualitative) 111. Arantola, Heli: Relationship Drivers in Provider - Consumer Relationships. Empirical Studies of Customer Loyalty Programs, 2002 (Conceptual, Quantitative and Qualitative) 76. Ojasalo, Jukka: Quality Dynamics in Professional Services, 1999 (Conceptual, Qualitative) 63. Liljander, Veronica: Comparison Standards in Perceived Service Quality, 1995 (Conceptual, Quantitative) 58. Strandvik, Tore: Tolerance Zones in Perceived Service Quality, 1994 (Conceptual, Quantitative) Customer relationships/dynamics 132. Åkerlund, Helena: Fading Customer Relationships, 2004 (Conceptual, Qualitative) 78. Roos, Inger: Switching Paths in Customer Relationships, 1999 (Conceptual, Qualitative) CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Business relationships 134. Wendelin, Robert: The Nature and Change of Bonds in Industrial Business Relationships, 2004 (Conceptual, Qualitative) 112. Owusu, Richard: Collective Network Capability in International Project Business Networks - A Case Study of the Business Network for the Ashanti Electrification Project in Ghana, 2003 (Conceptual, Qualitative) 94. Voima, Päivi: Negative Internal Critical-Incident Processes - Windows on Relationship Change, 2001 (Conceptual, Qualitative) 77. Leminen, Seppo: Gaps in Buyer-Seller Relationships. Case Studies in the Telecommunication Industry, 1999. (Conceptual, Theoretical) 106. Polsa, Pia: Power and Distribution Network Structure in the People's Republic of China - The Case of an Inland City in Transition, 2002 (Conceptual, Qualitative) 69. Rosenbröijer, Carl-Johan: Capability Development in Business Networks. A Study of Distribution in the Fine Paper Sector in the United Kingdom, 1998 (Conceptual, Qualitative) 66. Holmlund Maria: Perceived Quality in Business Relationships, 1997 (Conceptual, Qualitative) Relationship profitability, productivity 75. Ojasalo, Katri: Conceptualizing Productivity in Services, 1999 (Conceptual, Theoretical) 55. Storbacka, Kaj: The Nature of Customer Relationship Profitability - Analysis of Relationships and Customer Bases in Retail Banking, 1994 (Conceptual, Quantitative) CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Marketing communication, relationship communication 170. Berndtson, Mikael: Informell marknadskommunikation – teoretisk analys jämte en studie av användningsmöjligheter inom banksektorn, Informal marketing communication – a theoretical analysis and use within the banking sector, 2007 (Conceptual, qualitative) 139. Kauppinen, Hannele: Colours as Non-Verbal Signs on Packages, 2004 (Quantitative) 137. Finne, Åke: Hur den aktiva kunden konstruerar budskap. Ett synsätt inom relationskommunikation, How the active customer constructs messages. A Perspective within Relationship Communication, 2004 (Conceptual, Qualitative) 133. Skåtar, Kim: Faktorer som Initierar och Påverkar Prat i Långsiktiga Relationer, Word-of- Mouth in Bank Relationships, 2004 (Quantitative) 99. Lindberg-Repo, Kirsti: Customer Relationship Communication - Analysing Communication from a Value Generating Perspective, 2001 (Conceptual, Qualitative) 74. Stenbacka, Caroline: Brand Visibility - en referensram för marknadskommunikation med ett relationsmarknadsföringsperspektiv. Brand Visibility - A Frame of Reference for Marketing Communications with a Relationship Marketing Perspective. English Summary, 1998 (Conceptual, Qualitative) 123. Ballantyne, David: A Relationship Mediated Theory of Internal Marketing, 2004 (Conceptual, Qualitative) Service/product development 140. Kokko, Teemu: Offering Development in the Restaurant Sector – A Comparison between Customer Perceptions and Management Beliefs, 2005 (Conceptual, qualitative) 92. Kinnunen, Ritva: Creating and Testing of Service Ideas and Service Production Concepts, 2001 (Qualitative) 122. Sääksjärvi, Maria: Consumer Evaluation of Hybrid Innovations, 2004 (Quantitative) 57. Hedvall, Maj-Britt: The Process of Self-Care Decision Making, 1994 (Conceptual, Qualitative) CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Research Topics Now (2007) Brands, Images and Relationship Communication in Dynamics a Relationship Setting Strategic customer Internal Marketing management The influence of and customer relationships Service Innovation and business networks on the competitiveness of firms Value and satisfaction in services and relationships Core researchers Visiting researchers International business Business participants Business services, relationships and networks Students relationships and networks CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Currently enrolled active doctoral students (34) Golik Natasa Email as a communication channel in B:B Haaranen Tuulikki Networks in the Music Industry Hallberg, Arja Service orientation in manufacturing companies Helkkula Anu Marjatta Service design in municipality services Helle, Pekka Value creation and value capture in B:B Hellén, Katarina Surrogate customers perception of service quality Hintsanen Suvi Tuulikki Account Managers Relationship Orientation Holmqvist, Jonas The effect of language on service quality Höykinpuro Ritva Contrasting Multiple Perspectives on Service Performance Kedzior, Ryszard Consumption in Virtual Communities (Second Life) Leverin, Andreas Customer relationships as assets in retail banking Liewendahl, Helena Instilling relationship orientation in the organisation Mattinen, Hannu Relationship communication Mickelsson, Karl-Jacob Consumer Enthusiasm Nenonen Suvi Maria Profitability of Customer Portfolios in B:B Nyman, Henrich Customer Portfolios in Retail banking Pulkkinen Ewa Consumer Adoption of Innovations Pura, Minna Customer Perceived Value and Loyalty in Mobile Services Rindell, Anne-Maj Image Heritage Rundelin Antti Social responsibility Sarvikivi, Marja-Leena Patterns in the advertising of a specific company Solhäll, Catharina The use and non-use of customer information Steinby, Camilla Social networks in the pharmacy industry Suokannas, Maria Elderly consumers Teng, Ming Relationship marketing in China Vihtkari Tiina Hannele Brand construction in Virtual communities Holma, Anne Adaptation processes in business travel services Paajanen, Erkki Ravald, Annika Customer perceived value Vesterinen, Nina Tourism Virtanen, Henrik West, Björn Franchising strategies Wägar Karolina Learning about customers - a study of frontline personnel Strategic Purchasing in a SupplyRelationship Marketing and Service Management CERS Centre for Network Åhman, Sara © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Christian Grönroos ”If I were to describe my career in service marketing research with just a few words, I would choose to quote Frank Sinatra: ”I did it my way.” In my research approach, I have never felt obliged to be constrained by existing paradigms, models or concepts. If I believed that they did not fit, I put them aside and looked for alternatives. If I could not find anything applicable, I developed something new myself. I have never considered an empirical approach that the academic establishment has considered the only accepted or preferred scientific methodology if I did not believe in it” CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Evert Gummesson ” I have an interest in theory generation rather than theory testing, in syntheses rather than reduction, and in ’Verstehen’ rather than statistical evidence. This requires an inductive research approach for which Glaser and Strauss’s Grounded Theory has been and still is a source of inspiration; qualitative data generation methods, including participant observation and action research; case study research; interpretation rather than statistical inference; the recognition of the positive qualities of subjectivity… and the rejection of the supremacy of objectivity…; and the deployment of experiences from ’reflective practitioners’. CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

My Image of the Nordic School • Challenge Follow • Explore Validate • Create Use • Stretch Rigor CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

CHANGES IN MENTAL MODELS - WHAT IS MARKETING AND WHAT IS SERVICE? CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

The Evolution of Marketing Management focus Network Customer Relationship Value-in-useFocus on the 2000- Management (network) customer’s production e c rvi processes and how Se gic the firm can participate Relationship lo Relationship 1990- Marketing (relationship) and Management Customer interface Focus on own production processes Episode Services 1980- and how the customer marketing participates 1970- Transaction Traditional Focus on the firms own production marketing processes Competence Core competence, Innovativeness, Product of customer company’s learning contact resources personnel Competitiveness driver = critical success factor CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Different perspectives on the company’s offering Network Relationship 2000- Product Network Service Relationship Network Product 1990- Relation- ship Customer Service interface Network Product Episode Service 1980- Relationship Network 1970- Service Product Transaction Relationship Competence Core competence, Innovativeness, Product of customer company’s learning capacity contact resources personnel Competitiveness base CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

What is the company’s offering? Network 2000- Membership in a Community Relationship Relationship 1990- Customer interface Episode Service 1980- 1970- Transaction Product Competence Core competence, Innovativeness, Product of customer company’s learning capacity contact resources personnel Competitiveness base CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

The Evolution of Marketing New Business Concepts Modularised Offerings Network Service Relationship Virtual Market New 2000- Science? Places Management (network) Relationship Virtual Organisations Relationship Communication New 1990- MarketingModes (relationship) and Management Customer interface Episode Services 1980- marketing 1970- Transaction Traditional marketing Competence Core competence, Innovativeness, Product of customer company’s learning capacity contact resources personnel Competitiveness base CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

The Evolution of Marketing – Widening the Scope ”Business concept innovation will be the defining competitive advantage Network in the age of revolution.” 2000- Gary Hamel (2000): RelationshipRevolution Leading the Management (network) Relationship ”Business concept innovation is the capacity to Relationship 1990- imagine dramatically different business Marketing (relationship) and Management Customer concepts or dramatically new ways of differentiating interface existing business concepts”. Episode Services 1980- marketing 1970- Transaction Traditional marketing Competence Core competence, Innovativeness, Product of customer company’s learning capacity contact resources personnel Competitiveness driver = Critical Success Factors CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

The Evolution of Marketing – Widening the Scope Network 2000- Relationship IMP Management (network) Relationship Relationship Nordic School of 1990- Relationship Marketing Marketing (relationship) and Management Customer interface Episode Services 1980- Nordic School of marketing Service Marketing 1970- Transaction Traditional marketing Competence Core competence, Innovativeness, Product of customer company’s learning contact resources personnel Competitiveness base CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

4 Quality or Value creating dimensions Network 2000- Relationship Management (network) Relationship Relationship WHERE- 1990- quality Marketing (relationship) and Management WHEN- Customer quality interface Episode Services 1980- marketing HOW- quality 1970- Transaction WHAT- Traditional quality marketing Competence Core competence, Innovativeness, Product of customer company’s learning capacity contact resources personnel Competitiveness base CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

A comparison of SM, RM and the Network approach Perspective on effects Simple Complex effects effects Transactions, Service management, episodes Brand management Content Relationship Simple marketing relationships Complex IMP relationships CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

A comparison of the RM and the Network approach Perspective on effects (functions) Simple (single) Complex (multiple) effects effects Consumer Simple relationships relationships Substance Interaction & Network Approach in B:B Complex Marketing relationships (IMP) Initiation of Cultivation of Dissolution of relationships relationships relationships Uninteresting Network approach CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Current challenges in service management The Customer’s world Customer processes, Other’s The customer’s goals experiences experiences Customer perceived value Doing Telling Listening Challenge 7 Challenge 4 Challenge6 Listening Doing Telling Challenge 3 Service design Challenge 1 Challenge 2 Challenge 5 Visioning Strategy-making The Company’s world CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Current challenges in service management The Customer’s world Customer processes, Other’s The customer’s goals experiences experiences Customer perceived value Doing Telling Listening Challenge 7 Challenge 4 Challenge6 Listening Doing Telling Challenge 3 Service focus today Service design Challenge 1 Challenge 2 Challenge 5 Visioning Strategy-making The Company’s world CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

FUTURE CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Future challenges in service management The Customer’s world Customer processes, Other’s The customer’s goals experiences experiences Customer perceived value Doing Telling Listening Challenge 7 Challenge 4 Challenge6 Listening Doing Telling Challenge 3 Service design Challenge 1 Challenge 2 Challenge 5 Visioning Strategic view Strategy-making The Company’s world CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Future challenges in service management The Customer’s world Customer processes, Other’s The customer’s goals experiences experiences Customer perceived value Doing Telling Listening Challenge 7 Challenge 4 Challenge6 Listening Doing Telling Communication view Challenge 3 Service design Challenge 1 Challenge 2 Challenge 5 Visioning Strategic view Strategy-making The Company’s world CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Future challenges in service management The Customer’s world Customer processes, Other’s The customer’s Customer goals experiences experiences Practices Customer perceived view value Doing Telling Listening Challenge 7 Challenge 4 Challenge6 Listening Doing Telling Communication view Challenge 3 Service design Challenge 1 Challenge 2 Challenge 5 Visioning Strategic view Strategy-making The Company’s world CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Future tasks in service management The Customer’s world Customer processes, Other’s The customer’s Customer goals experiences experiences Practices Customer perceived view value Doing Telling Listening Challenge 7 Challenge 4 Challenge6 Business Brand Insight Listening Doing Telling Communication engineering management management view Challenge 3 Service design Challenge 1 Challenge 2 Challenge 5 Visioning Strategic view Strategy-making The Company’s world CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

COMMUNICATION MANAGEMENT CHALLENGES CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Next Practice in Marketing Communication ? Next Management practice? focus Network Customer Relationship Value-in-useFocus on the 2000- Management (network) customer’s production e c rvi processes and how the firm can participate Se gic Relationship lo Relationship 1990- Marketing (relationship) and Management Customer interface Focus on own production processes Episode Services and how the customer 1980- participates marketing Marketing campaigns 1970- Transaction Traditional Focus on the firms own production marketing processes Competence Core competence, Innovativeness, Product of customer company’s learning contact resources personnel Competitiveness driver = critical success factor CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

The communication environment of today ”Where media consultants seek to convince organizations to communicate more in order to gain a larger ’share of voice’, many decision makers have come to realize that what they gain is primarily a larger ’share of noise’” Christensen and Cheney 2000 One of the scarcest resources today is attention and interest CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

”Consumers control integration, not marketers” (Don. E. Schultz, Marketing News, March 15, 2006. Don Schultz is one of the key academic researchers working on IMC (Integrated MarketingCommunication) ideas) ”The error I made was in thinking that integration could be driven by what the marketer or agency did or could do. That is that integration was how the marketer arranged his marketing and communication messages, how he sent them out, how he measured the marketplace result. Thats not how integration works – not at all” ”Marketers don’t do the integrating, consumers do. That is, the real value of integration occurs at the customer end, not the marketer end of the process”. CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

What do consumers integrate? (that may cause a management challenge) • History and the present, perhaps something of the future too • Facts and fiction • Our company with other companies • Potentially all kinds of interactions whether they are meant to be brand building elements or not • Things that catch their attention and stick. Generally consumers are not very attentive or interested in companies CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Reasons for a renewed interest in Corporate Brand Management • Corporate Brands represent an economic asset (brand equity/ customer equity) and are thus strategically interesting in the business world of today, from the perspective of owners, top management and financial management (compared to a traditional interest among marketing and communication officers) • In an increasingly turbulent and competitive markets Corporate Brands are ways of creating trust, stability and differentiation. This applies also internally and concerning other stakeholders. • Corporate Brand Management is thus a strategic key issue from shareholders/owners, top management’s and other stakeholders’ view. CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Common underlying beliefs in marketing communication management • The company’s BRAND is something that is and can be deliberately built by advertising campaigns and physical designed ”corporate identity” elements (logos, colours, design, etc.) • It will be even more effective if all communication is integrated according to a planned model = the company practices Integrated Marketing Communication • If the company decides to change its BRAND or IDENTITY it can easily be done by changing the content of the marketing communication • It is rather easy to measure the effect of the communication, it is more or less a question of monitoring sales and conducting customer image studies or customer satisfaction studies. In fact the marketing manager or an experienced ad agency representative has a relatively good understanding of how customers feel and think. CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Reasons why common underlying beliefs are wrong • The company’s BRAND is something that is to a large extent uncontrollable and built by each customer or stakeholder. Everything communicates, correct or incorrect • The customer integrates everything anyway – regardless of what we as a company do • Customer’s usually remember things- there is an image heritage, especially if they are our customers or have been our customers. Those that are not our customers may pay less attention but they are on the other hand some other companies’ customers. • It is quite complicated to study what customers really think and feel and how they have formed their brand image. It is very difficult for a marketing manager or ad agency representative to understand the current situation without specific research. CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

What should we do? • In general recognize silent and invisible communication as an field for increased attention because it might have strong effects on brand equity, customer equity and thus the financial result of the company • Remember that this statement may be true: ”…in a cluttered communication environment saturated with messages asserting importance and uniqueness, it is highly unlikely that corporate messages will be able to stimulate more than a passing interest, let alone engagement, outside the organization’s formal boundaries.” Christensen and Cheney 2000 CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

To sum up • As marketers we need to know what should be considered – a map of what communicates • An understanding of what we perhaps could do differently in order to maximize our impact • An understanding of how different ”media” affects different customers in different situations • Put more effort on studying experiences and practices of customers CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

INDUSTRIAL SERVICE CHALLENGES CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Transition from industrial services to industrial service - change in underlying business logic System Scope of offering Component Seller Interactive Customer Control CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Transition from industrial services to industrial service Networks and System Nets (IMP) Scope Service-dominant business logic Goods and services dominant business Component logic Seller Interactive Customer Control CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

To conclude • Focus on strategic issues, communication and customer processes and practices • Manage brands, business concepts and customer insight • Always strive beyond current thinking models, even service-dominant logic, service science etc. • Be innovative rather than rigourous • Service marketing and management has strong roots, cross-fertilize do not reinvent the wheel CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

Has there been a preoccupation on what companies are selling rather than what customers are buying and paying for? CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

THANK YOU! CERS Centre for Relationship Marketing and Service Management © Tore Strandvik 2007 Email: tore.strandvik@hanken.fi

The management and marketing of services

0 comments

Notes on slide 1

1 Favorite