Stephen L. Vargo, Robert F. Lusch, Melissa Archpru Akaka and Yi He
Gene R. Laczniak and Robert F. Lusch
A survey of Fortune 500 vice‐presidents of marketing and planning reveals their views of the business environment in 1995 along with their expected changes in corporate and…
Abstract
A survey of Fortune 500 vice‐presidents of marketing and planning reveals their views of the business environment in 1995 along with their expected changes in corporate and marketing strategy. These perspectives can serve as a catalyst to other executives for thinking about future business environments as well as possible corporate responses to the shape of the future. Whether the predictions of the organizational managers we surveyed materialize or not, their views are worthy of careful scrutiny by any organization that takes strategic planning as a serious and important exercise in plotting a firm's future.
This study empirically explores one of the important channel issues – the relationship between various channel support given to channel partners and the perceived (by managers…
Abstract
This study empirically explores one of the important channel issues – the relationship between various channel support given to channel partners and the perceived (by managers) goal‐orientation of a firm. Results from an emerging market, India, indicate that perceived orientation towards both profitability and market share is not associated with any of the channel support considered. Growth orientation however is strongly associated with most of the channel support activities – both business (e.g., business advice, pricing and ordering assistance, and personnel training) as well as marketing (advertising support, sales promotional material, and inventory management assistance) oriented activities. In contrast, perceived sales volume orientation is only associated with advertising support and business advice, however, the relationship is negative. These findings have interesting implications for channel management and channel motivation.
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Charles A. Ingene and Robert F. Lusch
Retail trade, an essential component in any industrialised marketing system, has received relatively little attention on a macro level. Rather, the formal study of retail trade…
Abstract
Retail trade, an essential component in any industrialised marketing system, has received relatively little attention on a macro level. Rather, the formal study of retail trade has been directed at helping retail managers improve the effectiveness of their decisions. Although such analysis is helpful to retail managers, it is of less use to government policy makers in formulating policy and to marketing academicians in their attempts to understand retailing on a broader level. If the retailing sector of the economy is to be better understood some major analytical questions which revolve around the productivity of retail trade must be answered. Importantly, the productivity of retail trade is not only of interest to government policy makers but also should be of interest to marketers because (1) the productivity of retailing is a significant component in influencing the cost of marketing goods, (2) as marketers we know almost nothing about the economic efficiency of retailing, and (3) it will give marketers the tools to help compare productivity in the retailing/marketing sectors of the economy to productivity in other sectors of the economy. The purpose of this paper is the estimation of a production function for department stores in the United States for the year 1972. During 1972, department store sales totalled $51·08 billion[l], comprising 11·1% of all retail sales. Only automobile dealerships, eating and drinking places, and food stores were a greater component of retail sales and only the latter employed more people. An understanding of one of the more important components of the US economy, retail trade, cannot occur in the absence of a thorough comprehension of its department store component (SIC 531).
Soyeon Shim, Robert F. Lusch and Ellen Goldsberry
Using survey data (n = 205) obtained from retail managers and executives of national retail chain store companies, we identified three leadership styles that were based on Quinn’s…
Abstract
Using survey data (n = 205) obtained from retail managers and executives of national retail chain store companies, we identified three leadership styles that were based on Quinn’s theoretical model of competing leadership roles. Three leadership clusters, labeled loner/internal‐focused, team builder/goal‐oriented, and conceptual producer/external‐focused, were identified through the use of a clustering technique. These three clusters were then compared on the basis of personal, organizational and managerial characteristics, using multivariate and univariate analyses of variance. The findings indicate that leadership styles are influenced by various factors such as personal values, job characteristics, job satisfaction, organizational commitment, career progression, and personal demographic characteristics. Theoretical and managerial implications are discussed.
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A trend has been developing in the United States towards the use of vertical marketing systems. Of the many types of vertical marketing systems, franchising has become one of the…
Abstract
A trend has been developing in the United States towards the use of vertical marketing systems. Of the many types of vertical marketing systems, franchising has become one of the most dominant. This is evidenced, in part, by the nearly one‐third of retail sales in 1973 that were through franchised retailers (US Department of Commerce, 1974). The success of the franchise form of distribution hinges upon franchisors and franchisees both contributing skills and resources, frequently however franchisees and franchisors become dissatisfied with the other's contributions and actions. This dis‐satisfaction in some cases leads to substantial friction. Although it is not clear that conflict (friction) will always decrease channel efficiency it is probably safe to assume that continued conflict would be dysfunctional in a franchise channel. It is therefore the purpose of this article to discuss and empirically test several propositions about the franchisee's satisfaction with his franchisor.
Melissa Archpru Akaka, Stephen L. Vargo and Robert F. Lusch
Purpose – The purpose of this essay is to explore further the concept of value cocreation from a service-ecosystems view, by considering the importance of networks and the…
Abstract
Purpose – The purpose of this essay is to explore further the concept of value cocreation from a service-ecosystems view, by considering the importance of networks and the configuration of relationships and resources in markets.
Methodology/approach – We use a conceptual approach to extend a service-dominant (S-D) logic, ecosystems view of value cocreation by drawing on the literature regarding networks in marketing and related research.
Findings – A service-ecosystems approach to cocreating value-in-context is proposed, which points toward networks as mediating factors in value cocreation because they influence the ability to access, adapt, and integrate resources by establishing exchange relationships and shaping the social contexts through which value is experienced.
Research implications – This research suggests that value cocreation is a complex and multidimensional process that is best studied in the context of dynamic networks or ecosystems of service exchange.
Practical implications – This research suggests that networks mediate value cocreation, and thus, firms should consider the configurations of relationships and resources to develop more compelling value propositions.
Social implications – This research draws on the idea that exchange relationships are embedded within society and suggests that processes of value cocreation not only draw on but also contribute to the social contexts that frame market exchange.
Originality/value of essay – This research extends the value cocreation and S-D logic literature by exploring the role of networks in service ecosystems. In this framework, networks are mediators of value cocreation because they enable access to resources and help to (re)shape social contexts through which value is derived.
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Robert F. Lusch and Stephen L. Vargo
The purpose of this paper is to respond to the criticism O'Shaughnessy and O'Shaughnessy made of service‐dominant logic in EJM, on behalf of both the paper and the worldwide…
Abstract
Purpose
The purpose of this paper is to respond to the criticism O'Shaughnessy and O'Shaughnessy made of service‐dominant logic in EJM, on behalf of both the paper and the worldwide community of scholars that have embraced S‐D logic as historically informed, integrative, transcending and rich in its potential to generate theoretical and practical contributions.
Design/methodology/approach
The paper is a critical, conceptual analysis of the fallacious arguments that O'Shaughnessy and O'Shaughnessy developed to argue against the emerging and rapidly developing service‐dominant logic.
Findings
The paper shows that, contrary to the claims of O'Shaughnessy and O'Shaughnessy, S‐D logic: is neither regressive nor intended to displace all other marketing perspectives; is not advocating technology at the expense of explanatory theory; and is pre‐theoretic and intended to be soundly grounded in a manner to assist theory construction.
Research limitations/implications
Theory advancement is critical to marketing and S‐D logic puts special emphasis on the development of theory. It begins to do this by proposing ten foundational premises, which some may wish to refer to as axioms. From these axioms, considerable theoretical work and related empirical research can develop.
Practical implications
O'Shaughnessy and O'Shaughnessy wish to prevent marketing scholars from adopting, advocating, and supporting service‐dominant logic and, as they suggest, taking a backward step. They view the S‐D logic movement as primarily USA‐dominated (which it is not) and are firmly anti‐S‐D logic. The available evidence from around the world suggests that the S‐D logic movement has profound implications for the advancement of both marketing science and marketing practice.
Originality/value
It is critical that S‐D logic should not be viewed as being represented by a single paper but as a body of work that Lusch and Vargo have developed since their initial publication and also the work of a community of scholars working collaboratively to co‐create S‐D logic.
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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014450. When citing the article, please…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014450. When citing the article, please cite: Charles A. Ingene, Robert F. Lusch, (1979), “Estimation of a Department Store Production Function”, International Journal of Physical Distribution & Materials Management, Vol. 9 Iss: 6, pp. 272 - 284.