Skip to main content Accessibility help
×
Hostname: page-component-78c5997874-ndw9j Total loading time: 0 Render date: 2024-11-09T06:26:27.621Z Has data issue: false hasContentIssue false

8 - Service ecosystems

Published online by Cambridge University Press:  05 June 2014

Robert F. Lusch
Affiliation:
University of Arizona
Stephen L. Vargo
Affiliation:
University of Hawaii, Manoa
Get access

Summary

Our competitors aren’t taking our market share with devices; they are taking our market share with an entire ecosystem. This means we’re going to have to decide how we either build, catalyze or join an ecosystem.

Stephen Elop, chief executive officer of Nokia (2011)

Introduction

In Chapter 5, we introduced a systems view of actors and the cocreation of value to indicate how market exchange and economies function. Although actors exchange directly with one another, they are also part of many indirect and far-removed exchanges involving other actors that are also involved with this system. A systems view also extends to understanding the market. However, markets have historically been characterized as composed of “supply markets” and the movement of resources to customers, receivers, beneficiaries, or “customer markets,” the latter being a source of demand.

Viewing the market as comprising supply and customer or demand markets is misleading and especially so when adopting a generic actor-to-actor (A2A) view of the economy. A supply market is only a supply market when viewing an actor as a seller (supply source or service provider), and a customer market is only a customer market when viewing another actor as a buyer (demand source or service beneficiary). As we have noted, however, all actors are both resource-integrating sources of “supply” and resource-integrating sources of “demand” – that is, offering service and taking on the role of service beneficiaries. Service-dominant (S-D) logic offers some useful conceptual tools for enhancing this macro lens.

Type
Chapter
Information
Service-Dominant Logic
Premises, Perspectives, Possibilities
, pp. 158 - 176
Publisher: Cambridge University Press
Print publication year: 2014

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Lusch, Robert F., Vargo, Stephen, and Tanniru, Mohan, “Service, value networks and learning,” Journal of the Academy of Marketing Science, 38 (February 2010), 19–31CrossRefGoogle Scholar
Achrol, R. S., “Changes in the theory of interorganizational relations in marketing: toward a network paradigm,” Journal of the Academy of Marketing Science, 25:1 (1997), 56–71;CrossRefGoogle Scholar
Achrol, R. S. and Kotler, Philip, “Marketing in a network economy,” Journal of Marketing, 63 (special issue) (1999), 146–163;CrossRefGoogle Scholar
Johanson, Jan and Vahlne, Jan-Erik, “Markets as networks: implications for strategy-making,” Journal of the Academy of Marketing Science, 39:4 (2011), 484–491CrossRefGoogle Scholar
Layton, Roger A., “Towards a theory of marketing systems,” European Journal of Marketing, 45:1–2 (2011), 259–276.CrossRefGoogle Scholar
Alderson, Wroe, Dynamic Marketing Behavior: A Functionalist Theory of Marketing (Homewood, IL: Richard D. Irwin, 1965), p. 86.Google Scholar
Dixon, D. F. and Wilkinson, I. F., The Marketing System (Melbourne, Australia: Longman Cheshire, 1982)Google Scholar
Achrol, Ravi S., “Evolution of the marketing organization: new frontiers for turbulent environments,” Journal of Marketing, 55 (October 1991), 77–93;CrossRefGoogle Scholar
Webster, Jr Frederick E.., “The changing role of marketing in the corporation,” Journal of Marketing, 56 (October 1992), 1–17;CrossRefGoogle Scholar
Lambert, Douglas M., Cooper, Martha C., and Pagh, Janus D., “Supply chain management: implementation issues and research opportunities,” International Journal of Logistics Management, 9:2 (1998), 1–20CrossRefGoogle Scholar
Granovetter, M. S., “The strength of weak ties,” American Journal of Sociology, 78 (May 1973), 1360–1380;CrossRefGoogle Scholar
Granovetter, M. S., “The strength of weak ties: a network theory revisited,” Sociological Theory, 1 (1983), 201–233CrossRefGoogle Scholar
Edvardsson, Bo, Gustafsson, Anders, Kristensson, Per, and Witell, Lars, “Service innovation and customer co-development,” in Maglio, Paul, Kieliszewski, Cheryl A., and Spohrer, James C. (eds.), Handbook of Service Science (New York: Springer, 2010), pp. 561–577CrossRefGoogle Scholar
Iansiti, Marco and Levien, Roy, The Keystone Advantage (Boston: Harvard Business School Publishing, 2004);Google Scholar
Adner, R., “Match your innovation strategy to your innovation ecosystem,” Harvard Business Review, 84:4 (2006), 98–107Google ScholarPubMed
Moore, James F., “Predators and prey: a new ecology of competition,” Harvard Business Review, 71 (May–June 1993), 75–86Google Scholar
Wright, Robert, Non Zero: The Logic of Human Destiny (New York: Pantheon Books, 2000)Google Scholar
Bronstein, J. L., “Mutualism and symbiosis,” in Levin, Simon A. (ed.), The Princeton Guide to Ecology (Princeton University Press, 2009), pp. 233–238;Google Scholar
Mars, Matthew M., Bronstein, Judith L., and Lusch, Robert F., “The value of a metaphor: organizational ecosystems,” Organizational Dynamics, 42 (2012), 271–280CrossRefGoogle Scholar
Dickson, Peter R., “Toward a general theory of competitive rationality,” Journal of Marketing, 56 (January 1992), 69–83CrossRefGoogle Scholar
Flint, Daniel J. and Mentzer, John T., “Striving for integrated value chain management given a service-dominant logic for marketing,” in Lusch, Robert F. and Vargo, Stephen L. (eds.), The Service Dominant Logic: Dialogue, Debate, and Directions (Armonk, NY: M. E. Sharpe, 2006), pp. 139–149;Google Scholar
Day, George, Howland, Samantha, and Parayre, Roch, “Looking into marketing’s future,” Marketing Management, 18 (September–October 2009), 12–17Google Scholar
Normann, Richard, Reframing Business: When the Map Changes the Landscape (Chichester, UK: John Wiley & Sons, 2001), p. 3Google Scholar
DeLanda, Manuel, A New Philosophy of Society: Assemblage Theory and Social Complexity (London: Continuum, 2006)Google Scholar
McLuhan, Marshall and Fiore, Quentin, The Medium Is the Message (Berkeley, CA: Gingko Press, 1996 [1967])Google Scholar
Hagel, III John, and Brown, John Seely, The Only Sustainable Edge: Why Business Strategy Depends on Productive Friction and Dynamic Specialization (Boston: Harvard Business School Press, 2005)Google Scholar
Lambert, Douglas M. and Garcia-Dastugue, Sebastian J., “Cross-functional business processes for the implementation of service-dominant logic,” in Lusch, Robert F. and Vargo, Stephen L. (eds.), The Service Dominant Logic: Dialogue, Debate, and Directions (Armonk, NY: M. E. Sharpe, 2006), pp. 150–165Google Scholar
Millennium Ecosystem Assessment, Ecosystems and Human Well-Being: Synthesis (Washington, DC: Island Press, 2005), p. 155;Google Scholar
Daily, G. C., Nature’s Services: Societal Dependence on Natural Ecosystems (Washington, DC: Island Press, 1997), p. 392Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×