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We argue that the universal role of service in the economy and firm can provide a frame of reference to help guide a management philosophy that is more effective and better contributes to competing in the future than a frame of reference based on tangible goods. We call this revised philosophy service-dominant logic (S-D logic) and suggest eight key behaviors that characterize its effective implementation.

Keywords

Trading Partner British Petroleum Management Philosophy Dominant Logic Logic Good 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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References

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    Economist (2005) “Are you being Served?” The Economist (April 23): 76-78.Google Scholar
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    Haeckel, S. (1999). Creating and Leading Sense-and-Respond Organizations. Boston: Harvard Business School Press.Google Scholar
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    Lusch, R.F. and S.L. Vargo, Eds. (2006). The Service-Dominant Logic of Marketing. Armonk, New York: M.E. Sharpe.Google Scholar
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    Lusch, R.F., S.L. Vargo, A. Malter (2006). “Marketing as Service-Exchange: Taking a Leadership Role in Global Marketing Management,” Organizational Dynamics (forthcoming).Google Scholar
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    Sawhney, M., S. Balasubramanian, and V. Krishnan (2004). “Creating Growth with Services,” MIT Sloan Management Review, 45 (Winter): 34-43.Google Scholar
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    Vargo, S.L. and R.F, Lusch (2004). “Evolving to a New Dominant Logic for Marketing,” Journal of Marketing 68 (January): 1-17.CrossRefGoogle Scholar
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    Vargo, S. L. and R.F. Lusch (2004). “The Four Services Marketing Myths: Remnants from a Manufacturing Model,” Journal of Service Research (May): 324-335.Google Scholar

Copyright information

© Springer Science+Business Media, LLC 2008

Authors and Affiliations

  • Robert F. Lusch
  • Stephen L. Vargo

There are no affiliations available

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