"A central implication of S-D logic is that the notion of superior value cocreation replaces the more prevalent one of superior value provision as the cornerstone of business strategy. Therefore, from an S-D logic perspective, the capabilities that facilitate and enhance value cocreation processes are strategic capabilities central to an organization’s competitive advantage.
(Moi ici: Cada vez gosto mais deste esquema que adaptei de um artigo de Gronroos. É fundamental para todas as empresas, e outro tipo de organizações, que não podem ou não querem competir com o low-cost, perceber a sua mensagem. Quando um fornecedor se concentra nos clientes que procuram e valorizam a experiência e os resultados que conseguem atingir com a interacção, acontece magia. O low-cost vai para o outro extremo, corta as possibilidades de interacção. Interessante como faz sentido para tantas empresas do mercado interno no sector dos não-transaccionáveis, neste esforço de adaptação, de recalibração para uma nova realidade.)
We interpret an S-D orientation as a cocreation capability, resulting from a firm’s individuated, relational, ethical, empowered, developmental, and concerted interaction capabilities.
The first premise is that market actors interact and collaborate for the capabilities of the other party that renders service, thereby making a distinction between goods and services redundant (FP1). (Moi ici: Descodificar FPx aqui) The actual service can be rendered either directly through a firm’s relieving activities or indirectly through enabling service platforms (FP3) such as goods or Internet websites. According to these
premises, a firm’s goods are valuable and relevant resources to the degree that they can be used as inputs to lever the customer’s own value creation processes and experiences. (Moi ici: As ofertas das empresas são recursos usados pelos clientes para atingir um determinado objectivo) Ultimately, service
defines all economies (FP5) but this view might be masked by service intermediaries such as goods, money, or institutions (FP2).
Service-based logic further highlights that value is not what is inherent in or added to a product, but what customers get out of a product. Accordingly, value cannot be distributed or delivered by firms (FP7). Rather, firms facilitate the actualization and determination of value that network partners derive from their experiences; this is also referred to as value-in-context (FP10). Value cocreation requires all network partners (Moi ici: O que chamo de ecossistema da procura) to interact with, and integrate, resources (FP9) to achieve mutual betterment.
creating value in concert with - rather than for - customers within a relational context (FP8), indicates the operant and cocreative nature of network partners (FP6) as active resources in value creation processes. Finally, a firm’s own and accessible operant resources (e.g., employee competencies, network service capabilities), rather than operand resources (e.g., goods, materials), play a central role for competitive success (FP4)."