Formulating service business strategies with integrative services model from customer and provider perspectives

Abstract

PurposeThe purpose of this paper is to construct an integrative service model from customer and provider perspectives so that it can be utilized to formulate service business strategies.Design/methodology/approachThe concepts of the resource‐based view (RBV), customer co‐creation and service modules obtained from a literature review are combined to construct a mathematical model. Based on the model, business strategies are formulated by utilizing existing marketing and service frameworks.FindingsInnovative services can be generated from the model after combining different core services. To gain competitive advantage in a changing environment, a feedback mechanism should be used to provide dynamism.Research limitations/implicationsAn empirical test of the model could be undertaken as a future study to test the validity of the model. Adding more attributes to give the model finer resolution will increase the complexity of the model. Extending the application of the model to firms' internal departments will mean that the relationships between departments have to be reinvestigated.Practical implicationsObtaining the salient attributes with the heuristics of the 80‐20 rule and the large number principle means optimization of resource utilization under the condition of customer satisfaction.Originality/valueThe model, developed by combining the concepts of RBV, customer co‐creation and service modules, is an innovative tool for the formulation of service business strategies.