, kristina Heinonen
() and Tore Strandvik
Päivi Voima: Hanken School of Economics, Postal: Arkadiankatu 22, P.O.B. 479; FIN 00101 Helsinki, Finland
kristina Heinonen: Hanken School of Economics, Postal: Arkadiankatu 22, P.O.B. 479; FIN 00101 Helsinki, Finland
Tore Strandvik: Hanken School of Economics, Postal: Arkadiankatu 22, P.O.B. 479; FIN 00101 Helsinki, Finland
Abstract: This paper extends current discussions about value creation and proposes a customer dominant value perspective. A customer-dominant marketing logic positions the customer in the center, rather than the service provider/producer or the interaction or the system. The focus is shifted from the company´s service processes involving the customer, to the customer´s multi-contextual value formation, involving the company. It is argued that value is not always an active process of creation; instead value is embedded and formed in the highly dynamic and multi-contextual reality and life of the customer. This leads to a need to look beyond the current line of visibility where visible customer-company interactions are focused to the invisible and mental life of the customer. From this follows a need to extend the temporal scope, from exchange and use even further to accumulated experiences in the customer´s life. The aim of this paper is to explore value formation from a customer dominant logic perspective. This is done in three steps: first, value formation is contrasted to earlier views on the company’s role in value creation by using a broad ontologically driven framework discussing what, how, when, where and who. Next, implications of the proposed characteristics of value formation compared to earlier approaches are put forward. Finally, some tentative suggestions of how this perspective would affect marketing in service companies are presented. As value formation in a CDL perspective has a different focus and scope than earlier views on value it leads to posing questions about the customer that reveals earlier hidden aspects of the role of a service for the customer. This insight might be used in service development and innovation.
17 pages, September 6, 2010
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