Service value networks: value, performance and strategy for the services industry

Abstract

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.