Service-Dominant Logic & Institutional Logics

Transcription

1 Service-Dominant & Institutional s Presentation for VTT Forest Cluster Project Helsinki, Finland April 29, 2013 Stephen L. Vargo, PhD Shidler Distinguished Professor & Professor of Marketing, University of Hawai i at Manoa Angelina Naraswari, PhD Candidate University of Manoa

2 The Importance of the Right Without changing our pattern of thought, we will not be able to solve the problems we created with our current pattern of thought Albert Einstein The greatest danger in times of turbulence is not the turbulence: it is to act with yesterday s logic. Peter F. Drucker The main power base of paradigms may be in the fact that they are taken for granted and not explicitly questioned Johan Arndt What is needed is not an interpretation of the utility created by marketing, but a marketing interpretation of the whole process creating utility. Wroe Alderson

3 FOUNDATIONS: GOODS- DOMINANT (ARM FLAPPING) LOGIC

4 Goods-Dominant Model: Goods, Value Production and Consumption Supplier Supply/Value Chain Produce r Consumer The Source: Smith s Bifurcation (The Wealth of Nations) Model of Economic Exchange Division of labor (specialized knowledge & skills) National Wealth Creation in Context or 1776 Export of knowledge/information embedded in people/things Productive = labor contributing to surplus exportable, tangible goods

5 Wrong Thinking about Service(s): The G-D Perspective Value-enhancing add-ons for goods, or A particular (somewhat inferior) type good, characterized by (IHIP): Intangibility Heterogeneity (non-standardization) Inseparability (of production and consumption) Perishability Services Economy = Post Industrial = Lessthan-desirable economic activity

6 FOUNDATIONS: SERVICE- DOMNANT LOGIC

7 A Partial Pedigree For Theory of the firm Core Competency Theory Resource- Advantage Theory Network Theory Relationship Marketing Consumer Culture theory Services Marketing Service- Dominant Experience marketing

8 An Extended Pedigree for Human Ecology Business Ecosystems Stakeholder Theory New Institutional Economics Service Science Social Network Theory Service- Dominant Market Practices and Performances

9 Key Publications

10 Marketing Management Entrepreneurship Impact of

11 Systems and Networks Tourism Other Topics Impact of

12 Impact of INNOVATION

13 The Axioms of Service-dominant Premise Explanation/Justification FP1 FP6 FP9 FP10 Service is the fundamental basis of exchange. The customer is always a co-creator of value All economic and social actors are resource integrators Value is always uniquely and phenomenological determined by the beneficiary The application of operant resources (knowledge and skills), service, is the basis for all exchange. Service is exchanged for service. Implies value creation is interactional. Implies the context of value creation is networks of networks (resourceintegrators). Value is idiosyncratic, experiential, contextual, and meaning laden.

14 Clarifications: Service vs. Services Services = intangible products Service =The process of using one s competences for the benefit of some party The application of knowledge and skills Service transcends goods and services G-D Products Service Direct Indirect Goods Services There are No Services in Service-Dominant Goods Money

15 The Actor: Co-Creating through Resource Integration & Service Exchange Economic Currency: Market-facing Resource Integrators Private Resource Integrators Social Currency Actor: Resource Integrator (individual, family, firm, etc.) New Resources Value Public Resource Integrators Public Currency

16 Micro Exchange Embedded in Complex (Eco)Systems of Exchange Supplier Supply/Value Chain Resource Integrator/ Beneficiary ( Firm ) Producer Resource Integrator/ Beneficiary Consumer ( Customer )

17 Resource Integration & Service-for-Service Exchange within Service-Ecosystems Resource Integrator/ Beneficiary ( Firm ) Resource Integrator/ Beneficiary ( Customer ) Institutions Resource Integrators

18 The Structure and Venue of Value Creation: Institutions & Service Ecosystems Institution any structure or mechanism of social order and cooperation governing the behavior of a set of individuals within a given human community. (Stanford Encyclopedia of Social Institutions) Both a resource and a restriction Service Ecosystem ( logic) relatively self-contained, selfadjusting systems of resourceintegrating actors connected by shared institutional logics and mutual value creation through service exchange.

19 Service Ecosystems: the Outcome and Context of Resource Integration & Service Exchange Macro Meso Micro Institutions Resource Integrators

20 Institutional Fields & Institutional Organizational field those organizations that, in the aggregate, constitute a recognized area of institutional life: key suppliers, resource and product consumers, regulatory agencies, and other organizations that produce similar services or products (DiMaggio and Powell, 1983, p. 143) the socially constructed, historical patterns of material practices, assumptions, values, beliefs, and rules by which individuals produce and reproduce their material subsistence, organize over time and space, and provide meaning to their social reality (Thornton and Ocasio, 1999, p. 804).

21 Iron Cage of Institutions the care for external goods should only lie on the shoulders of the saint like a light cloak, which can be thrown aside at any moment. But fate decreed that the cloak should become an iron cage. Max Weber, The Protestant Ethic and the Spirit of Capitalism, 1905 Institutional Once an institutional logic becomes dominant, it affects a firm's strategy and structure by focusing the attention of decision makers toward those issues that are consistent with the logic Those that are in conformity with the dominant institutional logic are more likely to be legitimate and competitive and immune from change pressures (Thornton, 2002, p )

22 Breaking the The core business (product business service business) Actors within the field Measures of value

23 Company Initial value proposition Current value proposition Avon Books Cosmetics Nokia Pulp mill (paper) Cellular phones 3M Mineral corundum Innovative technology Wrigley Soap and baking powder Gum DuPont Gunpowder Chemicals Raytheon Refrigeration Defense contractor technology/electronics Tiffany & Co Stationery Jewelry Hasbro WPP (Wire and Plastic Products ) Textile remnants; school supplies Wire shopping baskets Toys Advertising & PR

24 Red and Blue Ocean Strategies Based on Chan Kim and Mauborgne (2009) Compete in existing market space Beat the competition Exploit existing demand Make the value-cost trade-off Align the whole system of a firm s activities with it s strategic choice of differentiation or low cost Defend Current Position Perspective Create uncontested market space Make the competition irrelevant Create and capture new demand Break the value-cost trade off Align the whole system of a firm s activities with it s strategic choice of differentiation and low cost Innovate & Pursue New Opportunities Perspective

25 Managerial vs. Entrepreneurial Approaches to the Market Managerial Thinking (Causal) Distinguishing Characteristic Selecting between given means to achieve a pre-determined goal Entrepreneurial Thinking (Effectual) Distinguishing Characteristic Imagining a possible new end using a given set of means CAUSAL vs. EFFECTUAL REASONING M1 M2 M3 M4 Given Goal Given Means M1 M2 M5 M3 M4 Imagined Ends M5 Given Means

26 The Effectual Process of Innovation Expanding cycle of resources Actual courses of Action possible New means Who We I amare What We I know Whom We I know Actual Means What What can can We I do? do? (Affordable loss) Loss) Interactions with other people Converging cycle of constraints Effectual stakeholder commitments New goals NEW MARKETS AND NEW FIRMS

27 Strategic Business Model Considerations Societal Context: Societal structures that need to be (de)institutionalized Market-Level Context: Market-, industry-, and brand-related structures that need to be (de)institutionalized Provider-centered Processes: Service provision practices Resource acquisition Resource integration Culture Provider-centered Ecosystem: Owned/accessible resources that can be applied to benefit some actor(s)? Value Propositions: Expected improvement in actors viability through other actor s service? Service to be offered Co-production Value to be effected JTBD Experience desired Monetization Other provider benefits (brand development, WOM, etc.) Value realization: What is actor trying to achieve Jobs to be done Overall experience desired Beneficiarycentered Ecosystem: What personal/public/privat e resources must be available for service to be realized

28 Thank You! For More Information on visit: sdlogic.net We encourage your comments and input. Will also post: Working papers Teaching material Related Links Steve Vargo: Bob Lusch: