Sd logic version_final2.0


Published on

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Compatible with other contemporary definitions Without being residual definition What goods are not…
  • Away from units of output To activities
  • Many driven by what we have leaned from understanding services FP1—back to Smith's original thesis—Bastiat’s model Service is the common denominator Sometimes service produces goods
  • FP4 FP5—Classification Often nothing new created FP6—Value resides with the consumer Appliances must be, leaned, used, maintained, etc. Use is usually customized
  • FP7 FP8—Many of our normative and positive models are adjustment to a good-centered model Consumer orientation Relationship Means-end chains Etc BUT these are implied by S-D logic
  • Sd logic version_final2.0

    1. 1. Presented by Group – 8 Vinod Soni – 110 Vipin Jain – 111 Yasmin Gupta – 112 Ashish Aggarwal – 113 Abhishek – 115 Vikram Yadav – 116
    2. 2. <ul><li> </li></ul><ul><li>http:// =qB8_gCGOYlo&feature=related </li></ul><ul><li>http:// =gWN9VPu7Xi8&feature=related </li></ul>
    3. 3. <ul><li>The application of specialized competences (knowledge and skills) through deeds, processes, and performances for the benefit of another entity or the entity itself (self-service) </li></ul>
    4. 4. <ul><li>Operand Resources </li></ul><ul><ul><li>Resources upon which an operation or act is performed to produce an effect </li></ul></ul><ul><ul><ul><li>primarily physical resources, goods, etc </li></ul></ul></ul><ul><li>Operant Resources </li></ul><ul><ul><li>Resources that produce effects </li></ul></ul><ul><ul><ul><li>e.g., primarily knowledge and skills—competences </li></ul></ul></ul>
    5. 5. To Market (Matter in Motion) Market To (Management of Customers & Markets ) Market With (Collaborate with Customers & Partners to Create & Sustain Value) Through 1950 1950-2005 2005+
    6. 6. <ul><li>FP1. The application of specialized skill(s) and knowledge is the fundamental unit of exchange. </li></ul><ul><ul><li>Service (application of skills and knowledge) is exchanged for service </li></ul></ul><ul><li>FP2. Indirect exchange masks the fundamental unit of exchange. </li></ul><ul><ul><li>Micro-specialization, intermediaries, and money obscure the service-for-service nature of exchange </li></ul></ul><ul><li>FP3. Goods are distribution mechanisms for service provision. </li></ul><ul><ul><li>“ Activities render service; things render service” (Gummesson 1995) : goods are appliances </li></ul></ul>
    7. 7. <ul><li>FP4. Knowledge is the fundamental source of competitive advantage </li></ul><ul><ul><li>Operant resources, especially “know-how,” are the essential component of differentiation </li></ul></ul><ul><li>FP5. All economies are service economies. </li></ul><ul><ul><li>Service only now becoming more apparent with increased specialization and outsourcing </li></ul></ul><ul><li>FP6. The customer is always a co-creator of value. </li></ul><ul><ul><li>There is no value until offering is used—experience and perception are essential to value determination </li></ul></ul>
    8. 8. <ul><li>FP7. The enterprise can only make value propositions. </li></ul><ul><ul><li>Since value is always determined by the customer (value-in-use)—it can not be embedded through manufacturing (value-in-exchange) </li></ul></ul><ul><li>FP8. A service-centered view is inherently customer oriented and relational </li></ul><ul><ul><li>Operant resources being used for the benefit of the customer places the customer in the center of value creation and implies relationship. </li></ul></ul><ul><li>FP 9. Organizations exist to combine specialized competences into complex service that is demanded in the marketplace. </li></ul><ul><ul><li>The firm is an integrator of macro and micro-specializations </li></ul></ul>
    9. 9. <ul><li>Operand Resources </li></ul><ul><li>Tangible </li></ul><ul><li>Value Added </li></ul><ul><li>Goods </li></ul><ul><li>Products </li></ul><ul><li>Transactional </li></ul><ul><li>Units of Output </li></ul><ul><li>Promotion </li></ul><ul><li>Brand Equity </li></ul><ul><li>Profit Maximization </li></ul><ul><li>Operant Resources </li></ul><ul><li>Intangible </li></ul><ul><li>Co-creation of value </li></ul><ul><li>Service </li></ul><ul><li>Experiences </li></ul><ul><li>Relational </li></ul><ul><li>Processes </li></ul><ul><li>Conversation/Dialog </li></ul><ul><li>Customer Equity </li></ul><ul><li>Financial Feedback </li></ul>G-D Focus S-D Focus
    10. 10. <ul><li>Marketing is the process in society and organizations that facilitates voluntary exchange through collaborative relationships that create reciprocal value through the application of complementary resources. </li></ul><ul><ul><li>Therefore marketing can be viewed as the means by which societies are able to create value through the voluntary exchange of knowledge and skills. </li></ul></ul>
    11. 11. Products (units of output) Goods Services (Intangible goods) Service (processes—applied competences) Direct Indirect (Goods--Appliances) Goods Logic Service Logic
    12. 12. <ul><li>The outcomes that customers seek require them to perform a sequence of activities that are logically connected. This temporally linked sequence of activities that customers engage in to solve a problem is called a customer activity cycle. </li></ul><ul><li>The customer activity cycle consists of three phases: </li></ul><ul><li>Pre, or before: when customers are deciding what to do to get the desired result – searching, evaluating, deciding, acquiring. </li></ul><ul><li>During: when customers are doing what they decided on – installing, using, operating. </li></ul><ul><li>Post, or after: when customers are keeping things going – reviewing, renewing, extending, upgrading and updating. </li></ul>
    13. 13. “ What a customer buys & considers value is never a product; its always a utility-that is- what a product does for him” – Peter Drucker
    14. 14. <ul><ul><li>More business with existing customers </li></ul></ul><ul><ul><li>Expanded portfolio of service intensive solution offerings </li></ul></ul><ul><ul><li>Taking on some work that the customer would have done themselves hence bigger market opportunity than core product </li></ul></ul><ul><ul><li>Increases customer loyalty & decreases the probability of replacement by a competing supplier </li></ul></ul><ul><ul><li>Solutions offer more avenues for differentiation as solution can be customized uniquely for different customers </li></ul></ul>
    15. 15. <ul><li>Soln mindset is difficult to embrace as it may involve reversing the already held assumptions </li></ul><ul><li>Soln are more customized so require more effort & time than selling products </li></ul><ul><li>Retraining the sales force which is so comfortable selling the product </li></ul><ul><li>Additional cost needs to be incurred for customization </li></ul><ul><li>Too much customization—profit margins might suffer </li></ul><ul><li>Customization for every customer might imply not reaching economies of scale. </li></ul>
    16. 16. <ul><li>Two key dimentions on which Solutions can be categozied are : </li></ul><ul><li>Degree of Integration </li></ul><ul><ul><li>Marketing Integration </li></ul></ul><ul><ul><li>Operational Integration </li></ul></ul><ul><li>Degree of Customization </li></ul>
    17. 17. <ul><li>- Foundational Premises 1, 6 & 8 are interrelated. </li></ul><ul><li>Customer Value Concept </li></ul><ul><ul><li>Value added concept </li></ul></ul><ul><ul><li>Economic worth of a customer </li></ul></ul><ul><ul><li>Economic worth of a seller’s perspective/ service offerings </li></ul></ul><ul><ul><li>Value in use </li></ul></ul><ul><li>Customer Value as a phenomenon </li></ul><ul><li>Implications </li></ul>
    18. 18. <ul><li>Management must identify it’s core competency and focus on that. </li></ul><ul><li>Managing supply chain to give value to the customers.(Economic Value Added) </li></ul><ul><li>GSCF research shows that successful Supply Chain involves the implementation of eight cross functional process. </li></ul>
    19. 19. <ul><li>Vision: </li></ul><ul><ul><li>“ To Co-Create most innovative solutions for the connected world.” </li></ul></ul><ul><ul><li>Account and influencer marketing </li></ul></ul><ul><ul><ul><li>Attended World Economic Forum regional summits in Europe and China </li></ul></ul></ul><ul><ul><ul><li>Held M2M workshop with clients in Munich and co-hosted innovation workshop with KKR for CMOs from their portfolio companies in Amsterdam </li></ul></ul></ul><ul><ul><ul><li>Started active engagement with GAM (Global Major Account) teams </li></ul></ul></ul><ul><ul><ul><li>Hosted 3 webinars: LTE EPC Testing, LTE Radio Access Networks, and Total Testing </li></ul></ul></ul><ul><ul><ul><li>Spoke at/participated in several trade shows, including Broadband World Forum, Paris; NGT Summits in Capetown and Rio de Janeiro; OSS/BSS World Summit, London; Freescale Technology Forum, Japan </li></ul></ul></ul><ul><ul><li>Talent acquisition </li></ul></ul><ul><ul><ul><li>Continued Bright Minds campaign </li></ul></ul></ul><ul><ul><ul><li>Various employer brand press hits </li></ul></ul></ul><ul><ul><ul><li>Sponsoring Events and R&D activities at college/University level </li></ul></ul></ul><ul><ul><ul><li>Education tie with Carnegie Mellon university, US </li></ul></ul></ul>FP6 : Customer is always co creator of value FP6 and FP7(The enterprise can only make value propositions. ) FP4: Knowledge is the fundamental source of competitive advantage
    20. 20. <ul><li>Solution selling can be implemented. </li></ul><ul><li>In order to focus on core competencies, my organization has to focus on Information delivery platform. Such that more and more business should come. </li></ul><ul><li>As we know Telecom business is more competitive and challenging business. So, focus should be on re-selling and service. </li></ul>
    21. 21. <ul><li>CRM approach </li></ul><ul><ul><li>Individualistic service </li></ul></ul><ul><ul><li>Global relation management </li></ul></ul><ul><li>Customer Value change </li></ul><ul><ul><li>Company influencer and decision maker </li></ul></ul><ul><li>Market Sensing </li></ul><ul><ul><li>Competition analysis </li></ul></ul><ul><ul><li>Industry trend analysis </li></ul></ul><ul><li>Value Propositions </li></ul><ul><ul><li>Segregating value package for different guest type </li></ul></ul><ul><ul><ul><li>Business traveler : Wi-Fi, in room Fitness </li></ul></ul></ul><ul><ul><ul><li>Leisure traveler : Wi-Fi, GYM, SPA, Location, </li></ul></ul></ul>
    22. 22. <ul><li>One of the largest banking house around the world. </li></ul><ul><li>Complete banking solutions, from account to insurance to savings, to its customers. </li></ul><ul><li>Individualistic solutions for corporate and institutional clients. </li></ul><ul><li>Secure online portal with complete account information. </li></ul><ul><li>Hassle free banking operations. </li></ul><ul><li>Services are highly integrated with the product offerings. </li></ul><ul><li>Large back-office team for high security and customer satisfaction. </li></ul>
    23. 23. <ul><li>To meet the world's demand for energy and chemicals by safely delivering their most challenging programs and complex projects globally by providing safe and innovative consulting, engineering, procurement, construction, and operations solutions that span the entire energy value chain in all major segments. </li></ul><ul><li>Stay focused on our core markets and emerging geographies that have natural resources. </li></ul><ul><li>Expertise in Project management and infrastructure continues to show promise to Clients around the globe. </li></ul><ul><li>Strategy of positioning in diverse markets and geographies will allow us to take advantage of opportunities as global markets begin to stabilize and grow. </li></ul>
    24. 24. <ul><li>Is largest Mutual Fund House in the world. </li></ul><ul><li>Provides complete end-to-end solutions to Advisers and end customers. </li></ul><ul><li>An integrated combinations of Product and Services like AOF customized for a set of customers like HNW. </li></ul><ul><li>High Degree of Integration and Customization for Institutional Customers. </li></ul><ul><li>High number of Funds and New Fund Launches to match various customer requirements. Also help in maintaining margins due to huge customer base. </li></ul><ul><li>Shared pricing with the Advisers. </li></ul><ul><li>Large back-office team for high security and customer satisfation. </li></ul>
    25. 25. <ul><li>http:// / </li></ul><ul><li>The service-dominant logic of marketing: (dialog, debate, and directions) </li></ul><ul><li>By Robert F. Lusch , Stephen L. Vargo </li></ul><ul><li>Evolving to a new dominated logic for marketing by Vargo and Lusch </li></ul><ul><li>Marketing's Service-Dominated logic and customer value by WoodRuff and Flint </li></ul><ul><li>Going beyond the product by Mohanbir Sawhney </li></ul><ul><li>Cross-Functional Business processes for implementation of Service dominated logic by Lambert and Dastugue </li></ul>