The business-customer servicing equation
Hamilton, John (2006) The business-customer servicing equation. Proceedings of the 6th Annual Hawaii International Conference on Business. 6th Annual Hawaii International Conference on Business , 25-28 May 2006, Honolulu, Hawaii .
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The services area of the economy encapsulates sectors include: transportation, information, financial, securities, commodities, leasing, scientific, professional, management, health, education, arts, entertainment, recreation, non profit, and the like. Services have been investigated from several approaches. In 2003, the World Trade Organization stated services accounted for 69% of the economic output of OECD countries and in low income countries, services accounted for an average of nearly 50% of GDP. Services encapsulate over 65% of global business (Czinkota et al, 2005), but many gaps in the services knowledge base remain.
This research adopts an integrated approach to investigating on-line services. The notion of ‘service value chains’ is developed through to a new business model. A service delivery mechanism is developed that reconciles two conflicting but concurrent requirements from clients – to leverage economies of scale, and to deliver solutions, specific to the needs of the customer (France et al, 2002). The service value chain houses bi-directional service supply chains (Sampson, 2000).
A service value network (SVN) may be considered as an integrated set of service supply chains, working in networked harmony with customer driven demand chains to deliver customer value (Hamilton, 2005). It incorporates interlinked partnering companies (positioned along these chains), that team together to maximize their ultimate combined success and profitability (Chen & Paulraj, 2004). Thus a SVN is defined. The SVN is further divided into the physical and virtual SVN components. The impediments to the development of the SVN are investigated. The virtual, or web based, information aspects (as distinct from the tangible physical aspect) of the business’s pure services value network is defined in terms of its website service encounter ‘touch-point’ with the customer. The points which may impede the delivery of the SVN are analysed.
This research develops key strategic business performance and value dimensions that influence the effective alignment and management of the virtual SVN encounter with the customer.
|Item Type:||Conference Item (Refereed Research Paper - E1)|
|Keywords:||business; customer; equation; services; servicing; value networks|
|FoR Codes:||15 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 1503 Business and Management > 150399 Business and Management not elsewhere classified @ 100%|
|SEO Codes:||97 EXPANDING KNOWLEDGE > 970115 Expanding Knowledge in Commerce, Management, Tourism and Services @ 100%|
|Deposited On:||07 Aug 2009 10:58|
|Last Modified:||12 Feb 2011 02:40|
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