Services may be investigated from many perspectives. They encapsulate over 65% of global business, yet many gaps in the services knowledge base exist – particularly from areas including information technology, oper...Services may be investigated from many perspectives. They encapsulate over 65% of global business, yet many gaps in the services knowledge base exist – particularly from areas including information technology, operational, customer targeting, and services provision. This research investigates an emerging and truly disruptive business scenario – the service value network, from a marketing, an operations and services approach. The service value network is defined as the flexible, dynamic, delivery of a service, or product, by a business’s coordinated value chains (supply chains and demand chains working in harmony), such that a value-adding, specific, service solution is effectively, and efficiently, delivered to the individual customer. The ‘physical and virtual service value network customer – business encounter model’ is developed. Impediments to the development of a service value networks are investigated. Eight key areas related to website customer encounters are offered as investigation areas. The customer ‘touch-points’ across the virtual service encounter offers a raft of new research possibilities and possible new pathways to competitive advantage. Approaches to measure service network encounter effectors are explained. Current and future areas of business research are described. This paper frames the research agenda for service value networks.展开更多
Modeling a business to match its customer perceived （and customer desired） outcomes, remains an on-going task. This paper considers shows how a service value networks （SVNs） approach may be engaged to model, and d...Modeling a business to match its customer perceived （and customer desired） outcomes, remains an on-going task. This paper considers shows how a service value networks （SVNs） approach may be engaged to model, and deliver, understanding of the front-end business and its direct engagement with its immediate （or front-end） customers. These front-end customers may be either： （1） its off-line, in-store customers - engaging directly with the business sales staff （or representative）, or-（2） its on-line, virtual customers - engaging with the business via internet or remote access. In this situation, both the business, and the customer draw upon their respective viewpoints, and both sides influence the interaction. External to these business and customer influences are additional factors that capture the immediate and broader global effects - termed environmental effects. These three business-customer engagement areas of influence are captured by a SVN SEM approach. Without a business-customer encounter of some kind the likelihood of a services business, and a prospecting customer, successfully engaging in an exchange process is reduced. This exchange may be a physical, and/or services exchange, and/or an information and/or ideas exchange. To the business, this encounter is, in effect, a trade, and as a result, the business targets acquiring an economic exchange that will ultimately deliver a net positive economic outcome. To the customer, external and internal information feeds, servicing, perceived value, and satisfaction, are key encounter drivers. SVNs offers a new way to understand the business-customer encounter, and to then utilize this acquired knowledge to either： （1） build a strategic management model, or （2） reengineer its business networks, and to then create a re-positioned, more customer-aligned business operation - one that is capable of delivering win - win, competitive business-customer solutions.展开更多
文摘Services may be investigated from many perspectives. They encapsulate over 65% of global business, yet many gaps in the services knowledge base exist – particularly from areas including information technology, operational, customer targeting, and services provision. This research investigates an emerging and truly disruptive business scenario – the service value network, from a marketing, an operations and services approach. The service value network is defined as the flexible, dynamic, delivery of a service, or product, by a business’s coordinated value chains (supply chains and demand chains working in harmony), such that a value-adding, specific, service solution is effectively, and efficiently, delivered to the individual customer. The ‘physical and virtual service value network customer – business encounter model’ is developed. Impediments to the development of a service value networks are investigated. Eight key areas related to website customer encounters are offered as investigation areas. The customer ‘touch-points’ across the virtual service encounter offers a raft of new research possibilities and possible new pathways to competitive advantage. Approaches to measure service network encounter effectors are explained. Current and future areas of business research are described. This paper frames the research agenda for service value networks.
文摘Modeling a business to match its customer perceived （and customer desired） outcomes, remains an on-going task. This paper considers shows how a service value networks （SVNs） approach may be engaged to model, and deliver, understanding of the front-end business and its direct engagement with its immediate （or front-end） customers. These front-end customers may be either： （1） its off-line, in-store customers - engaging directly with the business sales staff （or representative）, or-（2） its on-line, virtual customers - engaging with the business via internet or remote access. In this situation, both the business, and the customer draw upon their respective viewpoints, and both sides influence the interaction. External to these business and customer influences are additional factors that capture the immediate and broader global effects - termed environmental effects. These three business-customer engagement areas of influence are captured by a SVN SEM approach. Without a business-customer encounter of some kind the likelihood of a services business, and a prospecting customer, successfully engaging in an exchange process is reduced. This exchange may be a physical, and/or services exchange, and/or an information and/or ideas exchange. To the business, this encounter is, in effect, a trade, and as a result, the business targets acquiring an economic exchange that will ultimately deliver a net positive economic outcome. To the customer, external and internal information feeds, servicing, perceived value, and satisfaction, are key encounter drivers. SVNs offers a new way to understand the business-customer encounter, and to then utilize this acquired knowledge to either： （1） build a strategic management model, or （2） reengineer its business networks, and to then create a re-positioned, more customer-aligned business operation - one that is capable of delivering win - win, competitive business-customer solutions.
