Abstract
New service businesses such as Amazon, iTunes, and Rakuten have a common characteristic: they act as a platform for orchestrating and facilitating value co-creation by customers and providers. In the value co-creation process, customers and providers interact with each other and co-create new values. The value orchestration platform invites customers and providers to “get on board” and facilitates the process of co-creating value while leaving the control of the process entirely in the hands of providers and sometimes of customers as well.
Such a two-layered service-system model is also applicable for the revitalization of a local community. For example, industrial tourism is a common means to create new values in an area by involving various stakeholders including restaurants, hotels, sightseeing spot managers, and factories. Having a value orchestration platform to facilitate these stakeholders’ value co-creation is definitely needed. However, in contrast to private businesses, there are often no clear “system owners” responsible for the process. This is mainly due to the power structure in the community or the independence of stakeholders.
This chapter models the value co-creation process and value orchestration platform from service science perspective and discusses value orchestration management strategies for business systems. It also discusses the relevance of the model to local revitalization in Japan.
To achieve these purposes, we first examine several major perspectives from which service has been argued so far and clarify our research position in the field of service science. Then, we propose a process model of value co-creation consisting of four phases: co-experience, co-definition, co-elevation, and co-development. Finally, by developing a value orchestration platform model and relating it to the process model, we analyze management strategies for orchestrating value co-creation not only in business but also in community service systems. We also adopt a mathematical approach to the analysis of a network externality problem that inevitably arises when a platform attracts customers and providers.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Barile S, Spohrer J, Polese F (2010) System thinking for service research advances. Serv Sci 2:i–iii
Cambridge University (2008) Succeeding through service innovation. Cambridge White Paper, pp 1–33
Chesbrough H, Spohrer J (2006) A research manifesto for services science. Communications of the ACM, Jan 2006
Dentsu (2011) SIPS. www.dentsu.co.jp/sips/index.html
Gronroos C (2007) Service management and marketing. Customer management in service competition. Wiley, Chichester
Hagiu A (2007) Merchant or two-sided platform? Rev Netw Econ 6(2):115–133
Klir G (2001) Facets of systems science, 2nd edn. Plenum, New York
Maglio PP, Spohrer J (2008) Fundamentals of service science. J Acad Market Sci 36(1):18–20
H. Mikitani, WSJ (2011) http://jp.wsj.com/IT/node28655/(language)/eng-US, pp 1–5
Ng I, Maull R, Smith L (2011) Embedding the new discipline of service science. In: Demirkan H, Spohrer JH, Krishna V (eds) The science of service systems. Springer, New York
Novani S, Kijima K (2010) Value co-creation model of service innovation: symbiotic hypergame analysis. In Proceedings of the 54th annual conference. The International Society for the Systems Sciences, Waterloo, Canada, July 2010
Rochet J (2004) Two-sided markets: an overview. Institut d’Economie Industrielle working paper, Jan 2004
Roson R (2005) Two-sided markets: a tentative survey. Rev Netw Econ 4(2):142–160
Spohrer J (2009) Service science and systems science. Proceedings of COE final symposium, Tokyo, March 2009
Spohrer J, Maglio PP (2008) The emergence of service science: toward systematic service innovations to accelerate co-creation of value. Prod Oper Manag 17(3):238–246
Vargo S, Akaka MA (2009) Service-dominant logic as a foundation for service science: clarifications. Serv Sci 1:32–41
Vargo S, Maglio P, Akaka MA (2008) On value and value co-creation: a service systems and service logic perspective. Eur Manag J 26:145–152
Wilson A, Zeithaml V, Bitner MJ, Gremler D (2008) Services marketing: integrating customer focus across the firm. McGraw-Hill, London
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2016 Springer Science+Business Media New York
About this chapter
Cite this chapter
Kijima, K., Arai, Y. (2016). Value Co-creation Process and Value Orchestration Platform. In: Kwan, S., Spohrer, J., Sawatani, Y. (eds) Global Perspectives on Service Science: Japan. Service Science: Research and Innovations in the Service Economy. Springer, New York, NY. https://doi.org/10.1007/978-1-4939-3594-9_10
Download citation
DOI: https://doi.org/10.1007/978-1-4939-3594-9_10
Published:
Publisher Name: Springer, New York, NY
Print ISBN: 978-1-4939-3592-5
Online ISBN: 978-1-4939-3594-9
eBook Packages: Business and ManagementBusiness and Management (R0)