Nyligen publicerat

  • Strandvik, Tore; Holmlund, Maria; Grönroos, Christian (Emerald Group Publishing Ltd., 2014)
    Special Issue: Back where we belong – Marketing as the organization’s core strategy
  • Aspara, Jaakko; Chakravarti, Amitav (Emerald Group Publishing Ltd., 2015)
  • Kowalkowski, Christian; Windahl, Charlotta; Kindström, Daniel; Gebauer, Heiko (Elsevier Inc., 2015)
    Both academics and practitioners emphasize the importance for product firms of implementing service-led growth strategies. The service transition concept is well established, namely a unidirectional repositioning along a product-service continuum—from basic, product-oriented services towards more customized, process-oriented ones—ultimately leading to the provision of solutions. We challenge this service transition assumption and develop alternative ones regarding how product firms should pursue service-led growth. Using ‘problematization methodology’, and drawing on findings from thirteen system suppliers, we identify three service-led growth trajectories: (1) becoming an availability provider, which is the focus of most transition literature; (2) becoming a performance provider, which resembles project-based sales and implies an even greater differentiation of what customers are offered; and, (3) becoming an ‘industrializer’, which is about standardizing previously customized solutions to promote repeatability and scalability. Based on our critical inquiry, we develop two alternative assumptions: (a) firms need to constantly balance business expansion and standardization activities; and (b) manage the co-existence of different system supplier roles. Finally, we consider the implications for implementing service-led growth strategies of the alternative assumptions.
  • Holmlund-Rytkönen, Maria; Strandvik, Tore (Emerald Group Publishing Ltd., 2005)
  • Edvardsson, Bo; Holmlund, Maria; Strandvik, Tore (Elsevier Inc., 2008)
  • Holmlund-Rytkönen, Maria; Törnroos, Jan-Åke (Emerald Group Publishing, 1997)
  • Holmlund, Maria; Hobbs, Päivi (Emerald Group Publishing Ltd., 2009)
  • Holmlund, Maria (Emerald Group Publishing Ltd., 2008)
  • Holmlund-Rytkönen, Maria; Strandvik, Tore (Emerald Group Publishing, 1999)
  • Holmlund-Rytkönen, Maria; Kock, Sören (Elsevier Inc., 1995)
  • Holmlund-Rytkönen, Maria (Elsevier Inc., 2004)
  • Lipkin, Michaela; Heinonen, Kristina (2014)
  • Neganova, Irina (2014)
    Purpose: to investigate a concept of service-based dominant logic, define it, reveal its dimensions, theoretical framework, and managerial implications. Design/methodology/approach: the topic is approached by theoretical analysis and conceptual development. Using a definition of the dominant logic as a mind set or a world view the present article suggests ‘service-based dominant logic’ as a name for a generic theoretical concept instead of the widely used ‘service-dominant logic’ which can be easily misinterpreted as logic dominated by service only. Service-based dominant logic is ‘pure’ logic of service: it considers service as the fundamental basis of business and doesn’t include any goods-centric aspects. This logic relates to a firm’s facilitation and support of customer value creation processes using different types of resources obtained from a company. Findings: the study proposed the definition and revealed three dimensions of service-based dominant logic found in the relevant literature: ‘service logic’, ‘service-dominant logic’ and ‘customer-dominant logic’. The study showed similarities and differences between these three research streams in regard to how they defined a value, a product, a service, value creation, role of customer, role of company, and how important interactions were in value creation. The paper also described the theoretical framework of service-based dominant logic: it stated that service-based dominant logic had originated from service marketing, relationship marketing and value creation literature, and it interrelated with customer relationship management and business networks and channels research. Finally, the article classified the managerial implications of service-based dominant logic into three groups: company’s decision making, company’s organizing and company’s activities. Originality: the paper contributes conceptually to the service marketing literature by delineating the concept of service-based dominant logic. This term that before have not been widely used serves as the “umbrella” for three research streams exploring service as business perspective: ‘service logic’, ‘service-dominant logic’ and ‘customer-dominant logic’. This approach allows making deeper comparison between the main propositions of these research streams that could be interesting for the academic community for further application of research methods to collect empirical data from the corporate sector to check the findings.
  • Dube, Apramey; Helkkula, Anu; Strandvik, Tore (2014)