Tore Strandvik
Current research:
Papers 2015
Catharina von Koskull, Bård Tronvoll, Tore Strandvik (forthcoming 2015), 'Mission impossible' - Emotional strategizing in service innovation management, Management Decision.
Christian Grönroos, Tore Strandvik and Kristina Heinonen (2015), “Value co-creation: critical reflections, in The Nordic School: Service Marketing and Management for the Future, eds. Johanna Gummerus and Catharina von Koskull, CERS, Hanken School of Economics, Helsinki, Finland, pp. 69-81.
Tore Strandvik and Maria Holmlund (2015), “Managerial sensemaking in business marketing”, in The Nordic School: Service Marketing and Management for the Future, eds. Johanna Gummerus and Catharina von Koskull, CERS, Hanken School of Economics, Helsinki, Finland, pp. 295-307.
Tore Strandvik and Kristina Heinonen (2015), “Essentials of Customer Dominant Logic”, in The Nordic School: Service Marketing and Management for the Future, eds. Johanna Gummerus and Catharina von Koskull, CERS, Hanken School of Economics, Helsinki, Finland, pp. 111-127.
Tore Strandvik and Maria Holmlund (2015), “We might know what we are selling but do we know what the customer is buying”, in The Nordic School: Service Marketing and Management for the Future, eds. Johanna Gummerus and Catharina von Koskull, CERS, Hanken School of Economics, Helsinki, Finland, pp. 205-218.
Apramey Dube, Anu Helkkula and Tore Strandvik (2015), “The ripple effect: Intended and unintended app experiences”, in The Nordic School: Service Marketing and Management for the Future, eds. Johanna Gummerus and Catharina von Koskull, CERS, Hanken School of Economics, Helsinki, Finland, pp. 273-281.
Kristina Heinonen and Tore Strandvik (forthcoming 2015), “Customer-dominant logic: foundations and implications, Journal of Services Marketing.
Conference papers 2015
Catharina von Koskull, Bård Tronvoll, Tore Strandvik (2015), 'Mission impossible' - Emotional strategizing in service innovation management, 31st EGOS Colloquium 2015 in Greece, Sub-theme 61: Strategy-as-Practice: Cognition, Emotions and Strategy Practice, ALBA Graduate Business School at The American College of Greece, July 2–4, 2015, Athens, Greece.
Tore Strandvik and Kristina Heinonen (2015), “When details are the embodiment of the essence”, The 23rd Nordic Academy of Management Conference, Copenhagen Business School, August 12– August 14, Copenhagen, Denmark.
Michaela Lipkin, Jacob Mickelsson, Tore Strandvik and Magnus Söderlund (2015), “Shopping Day: Smartphone Autophotography using the PhotoActive Tool”, The 23rd Nordic Academy of Management Conference, Copenhagen Business School, August 12-14, Copenhagen, Denmark.
Kristina Heinonen and Tore Strandvik (2015), “Seeing beyond the visible customer- introducing a customer ecosystem perspective on service”, ”, The 23rd Nordic Academy of Management Conference, Copenhagen Business School, August 12-14, Copenhagen, Denmark.
Maria Holmlund, Tore Strandvik and Ilkka Lähteenmäki (2015), “Making sense of customer relationships in change”, Work-in-progress paper, IMP Conference 2015, August 25-29, Kolding, Denmark.
Anne Rindell and Tore Strandvik (2015), “How brand relationships affect the initiation of customer relationships in b2b service”, 23rd International Colloquium on Relationship Marketing (ICRM) 2015, 15-17 September, Hanken School of Economics, Helsinki, Finland.
Tore Strandvik and Kristina Heinonen (2015), “A customer dominant (CDL) perspective on customer relationships and relationship marketing”, 23rd International Colloquium on Relationship Marketing (ICRM) 2015, 15-17 September, Hanken School of Economics, Helsinki, Finland.
Address: Hanken School of Economics
Department of Marketing
Arkadiankatu 22
P.O. Box 479
FI-00101 Helsinki
FINLAND
email: tore.strandvik@hanken.fi
Papers 2015
Catharina von Koskull, Bård Tronvoll, Tore Strandvik (forthcoming 2015), 'Mission impossible' - Emotional strategizing in service innovation management, Management Decision.
Christian Grönroos, Tore Strandvik and Kristina Heinonen (2015), “Value co-creation: critical reflections, in The Nordic School: Service Marketing and Management for the Future, eds. Johanna Gummerus and Catharina von Koskull, CERS, Hanken School of Economics, Helsinki, Finland, pp. 69-81.
Tore Strandvik and Maria Holmlund (2015), “Managerial sensemaking in business marketing”, in The Nordic School: Service Marketing and Management for the Future, eds. Johanna Gummerus and Catharina von Koskull, CERS, Hanken School of Economics, Helsinki, Finland, pp. 295-307.
Tore Strandvik and Kristina Heinonen (2015), “Essentials of Customer Dominant Logic”, in The Nordic School: Service Marketing and Management for the Future, eds. Johanna Gummerus and Catharina von Koskull, CERS, Hanken School of Economics, Helsinki, Finland, pp. 111-127.
Tore Strandvik and Maria Holmlund (2015), “We might know what we are selling but do we know what the customer is buying”, in The Nordic School: Service Marketing and Management for the Future, eds. Johanna Gummerus and Catharina von Koskull, CERS, Hanken School of Economics, Helsinki, Finland, pp. 205-218.
Apramey Dube, Anu Helkkula and Tore Strandvik (2015), “The ripple effect: Intended and unintended app experiences”, in The Nordic School: Service Marketing and Management for the Future, eds. Johanna Gummerus and Catharina von Koskull, CERS, Hanken School of Economics, Helsinki, Finland, pp. 273-281.
Kristina Heinonen and Tore Strandvik (forthcoming 2015), “Customer-dominant logic: foundations and implications, Journal of Services Marketing.
Conference papers 2015
Catharina von Koskull, Bård Tronvoll, Tore Strandvik (2015), 'Mission impossible' - Emotional strategizing in service innovation management, 31st EGOS Colloquium 2015 in Greece, Sub-theme 61: Strategy-as-Practice: Cognition, Emotions and Strategy Practice, ALBA Graduate Business School at The American College of Greece, July 2–4, 2015, Athens, Greece.
Tore Strandvik and Kristina Heinonen (2015), “When details are the embodiment of the essence”, The 23rd Nordic Academy of Management Conference, Copenhagen Business School, August 12– August 14, Copenhagen, Denmark.
Michaela Lipkin, Jacob Mickelsson, Tore Strandvik and Magnus Söderlund (2015), “Shopping Day: Smartphone Autophotography using the PhotoActive Tool”, The 23rd Nordic Academy of Management Conference, Copenhagen Business School, August 12-14, Copenhagen, Denmark.
Kristina Heinonen and Tore Strandvik (2015), “Seeing beyond the visible customer- introducing a customer ecosystem perspective on service”, ”, The 23rd Nordic Academy of Management Conference, Copenhagen Business School, August 12-14, Copenhagen, Denmark.
Maria Holmlund, Tore Strandvik and Ilkka Lähteenmäki (2015), “Making sense of customer relationships in change”, Work-in-progress paper, IMP Conference 2015, August 25-29, Kolding, Denmark.
Anne Rindell and Tore Strandvik (2015), “How brand relationships affect the initiation of customer relationships in b2b service”, 23rd International Colloquium on Relationship Marketing (ICRM) 2015, 15-17 September, Hanken School of Economics, Helsinki, Finland.
Tore Strandvik and Kristina Heinonen (2015), “A customer dominant (CDL) perspective on customer relationships and relationship marketing”, 23rd International Colloquium on Relationship Marketing (ICRM) 2015, 15-17 September, Hanken School of Economics, Helsinki, Finland.
Address: Hanken School of Economics
Department of Marketing
Arkadiankatu 22
P.O. Box 479
FI-00101 Helsinki
FINLAND
email: tore.strandvik@hanken.fi
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Customer Dominant Logic Papers by Tore Strandvik
Design/methodology/approach – Inspired by the conceptual discussion of service logic and service-dominant logic, this paper focuses on the conceptual underpinnings of CDL. Customer-dominant logic is contrasted with other service perspectives in marketing; CDL is a marketing and business perspective dominated by customer-related aspects instead of products, service, systems, costs, or growth. It is grounded in understanding customer logic and how firms’ offerings can become embedded in customers’ lives/businesses.
Findings – The conceptual analysis challenges the prevailing assumptions of the key phenomena in service research, including interaction, co-creation, service value, and service. The paper presents five essential foundations of CDL: marketing as a business perspective, customer logic as the central concept, offering seen through the customer lens, value as formed and not created, and the prevalence of customer ecosystems.
Research limitations/implications – The paper differentiates customer-dominant logic from other marketing perspectives. Further empirical research is needed in different empirical settings to provide guidelines for adopting the perspective on a strategic and operational business level.
Practical implications – As a firm’s holistic and strategic foundation, marketing is based on understanding how providers participate, at a profit, in customers’ value formation. The paper suggests how firms can successfully conduct business in dynamic markets with empowered customers.
Originality/value – This paper expands marketing and business logic based on customer dominance. It accentuates the importance of understanding customer logic and stresses the presence of providers in the customer ecosystem.
perspective on marketing and business (Heinonen et al., 2010; Heinonen, Strandvik and
Voima, 2013). This perspective is grounded in understanding customers’ logic and how
companies’ offerings become embedded in customers’ life/business. The term ‘dominant’
refers to having a dominant role in the company. This chapter outlines the essentials of CDL
that differentiate it from other marketing perspectives. The focus of the chapter is explaining
key aspects of the customer-dominant logic approach and how managers can benefit from
applying it. This insight is important because CDL provides a fresh perspective on how to
successfully conduct business in dynamic market environments where customers are
increasingly powerful. CDL is highly applicable to today’s business challenges, which are
centered on what companies can profitably offer that customers are willing to buy.
Design/methodology/approach – Value formation is contrasted to earlier views on the company's role in value creation in a conceptual analysis focusing on five central aspects. Implications of the proposed characteristics of value formation compared to earlier approaches are put forward.
Findings – The paper highlights earlier hidden aspects on the role of a service for the customer. It is proposed that value is not always an active process of creation; instead, value is embedded and formed in the highly dynamic and multi-contextual reality and life of the customer. This leads to a need to look beyond the line of visibility focused on visible customer-company interactions, to the invisible and mental life of the customer. From this follows a need to extend the temporal scope, from exchange and use even further to accumulated experiences in the customer's life and ecosystem.
Research limitations/implications – This paper is conceptual. It discusses and presents a customer-dominant value perspective and suggests implications for empirical research and practice.
Practical implications – Awareness of the mechanism of the customer value formation process provides companies with new insight on the service strategy, service design and new service innovations.
Originality/value – The paper contributes by extending the value construct through a new customer dominant value perspective, recognizing value as multi-contextual and dynamic based on customers' life and ecosystem. The findings mark out new avenues for future research.
Design/methodology/approach – Combining insights from the literature on branding, service, and relationship management, the paper develops a customer-dominant conceptual and methodological approach. Brand strength captures customers' attachment to a brand in terms of their thoughts, feelings, and actions toward the brand. Since brand strength is the configuration of customers' and non-customers' brand relationships, the paper divides the brand relationship into two components – brand connection and purchase status – to compose a brand strength map.
Findings – Grounded in customers' accumulated positive and negative experiences, the framework creates a diagnostic picture of the strength of the brand, and an illustrative empirical study demonstrates the mapping procedure's applicability to service brands.
Research limitations/implications – The approach is an alternative to a traditional measurement scale development approach. Future studies should explore the framework's adaptability to different contexts, stakeholders, and industries.
Practical implications – The distinctive model comprehensively captures the aggregate picture of customers' brand relationships, and the managerially parsimonious framework can be adapted to different service settings.
Originality/value – The framework represents a novel diagnostic tool for service companies to explore their brand's strength. The approach is unique because it adopts a customer-dominant perspective. Furthermore, it includes behavior with a relational perspective and negative responses, which reduce overall brand strength.
companies in creating value by outlining a customer-based approach to service. The customer’s logic
is examined in-depth as being the foundation of a customer-dominant (CD) marketing and business
logic.
Design/methodology/approach – The authors argue that both the goods- and service-dominant
logic are provider-dominant. Contrasting the provider-dominant logic with CD logic, the paper
examines the creation of service value from the perspectives of value-in-use, the customer’s own
context, and the customer’s experience of service.
Findings – Moving from a provider-dominant logic to a CD logic uncovered five major challenges to
service marketers: company involvement, company control in co-creation, visibility of value creation,
scope of customer experience, and character of customer experience.
Research limitations/implications – The paper is exploratory. It presents and discusses a new
perspective and suggests implications for research and practice.
Practical implications – Awareness of the mechanisms of customer logic will provide businesses
with new perspectives on the role of the company in their customers’ lives. It is proposed that
understanding the customer’s logic should represent the starting-point for the company’s marketing
and business logic.
Originality/value – The paper increases the understanding of how the customer’s logic underpins
the CD business logic. By exploring consequences of applying a CD logic, further directions for
theoretical and empirical research are suggested.
Keywords Services, Customers, Customer relations, Consumer behaviour, Logic
Paper type Conceptual paper
Papers by Tore Strandvik
mechanisms of interplay and collaboration between service providers and customers,
resulting in experienced value for the parties. In this paper, we reflect on the concept and the use as well as usefulness of the concept. Critical reflections imply revealing and discussing
underlying assumptions as well as implications for researchers and for managerial practice.
We believe a critical approach is warranted since value co-creation as a term in marketing has evolved over the last 10 years from non-existence to almost self-evidence. How is this
possible and how will it affect marketing theory and practice? Although the use of a novel
concept like value co-creation directs attention to the underlying phenomenon and makes it more visible, it does not mean that the phenomenon itself has emerged only recently. Cocreation as a phenomenon has existed, but it has not before been recognized and considered
important to this extent. What, then, are the explanations for the recent interest in cocreation? These are issues that we discuss in this paper. We are concerned about the often
unreflected use of the concept, leading to theoretical dysfunctionalities and practical confusion. We therefore suggest that value co-creation needs to be properly defined and used
in an analytical manner.
Design/methodology/approach – Inspired by the conceptual discussion of service logic and service-dominant logic, this paper focuses on the conceptual underpinnings of CDL. Customer-dominant logic is contrasted with other service perspectives in marketing; CDL is a marketing and business perspective dominated by customer-related aspects instead of products, service, systems, costs, or growth. It is grounded in understanding customer logic and how firms’ offerings can become embedded in customers’ lives/businesses.
Findings – The conceptual analysis challenges the prevailing assumptions of the key phenomena in service research, including interaction, co-creation, service value, and service. The paper presents five essential foundations of CDL: marketing as a business perspective, customer logic as the central concept, offering seen through the customer lens, value as formed and not created, and the prevalence of customer ecosystems.
Research limitations/implications – The paper differentiates customer-dominant logic from other marketing perspectives. Further empirical research is needed in different empirical settings to provide guidelines for adopting the perspective on a strategic and operational business level.
Practical implications – As a firm’s holistic and strategic foundation, marketing is based on understanding how providers participate, at a profit, in customers’ value formation. The paper suggests how firms can successfully conduct business in dynamic markets with empowered customers.
Originality/value – This paper expands marketing and business logic based on customer dominance. It accentuates the importance of understanding customer logic and stresses the presence of providers in the customer ecosystem.
perspective on marketing and business (Heinonen et al., 2010; Heinonen, Strandvik and
Voima, 2013). This perspective is grounded in understanding customers’ logic and how
companies’ offerings become embedded in customers’ life/business. The term ‘dominant’
refers to having a dominant role in the company. This chapter outlines the essentials of CDL
that differentiate it from other marketing perspectives. The focus of the chapter is explaining
key aspects of the customer-dominant logic approach and how managers can benefit from
applying it. This insight is important because CDL provides a fresh perspective on how to
successfully conduct business in dynamic market environments where customers are
increasingly powerful. CDL is highly applicable to today’s business challenges, which are
centered on what companies can profitably offer that customers are willing to buy.
Design/methodology/approach – Value formation is contrasted to earlier views on the company's role in value creation in a conceptual analysis focusing on five central aspects. Implications of the proposed characteristics of value formation compared to earlier approaches are put forward.
Findings – The paper highlights earlier hidden aspects on the role of a service for the customer. It is proposed that value is not always an active process of creation; instead, value is embedded and formed in the highly dynamic and multi-contextual reality and life of the customer. This leads to a need to look beyond the line of visibility focused on visible customer-company interactions, to the invisible and mental life of the customer. From this follows a need to extend the temporal scope, from exchange and use even further to accumulated experiences in the customer's life and ecosystem.
Research limitations/implications – This paper is conceptual. It discusses and presents a customer-dominant value perspective and suggests implications for empirical research and practice.
Practical implications – Awareness of the mechanism of the customer value formation process provides companies with new insight on the service strategy, service design and new service innovations.
Originality/value – The paper contributes by extending the value construct through a new customer dominant value perspective, recognizing value as multi-contextual and dynamic based on customers' life and ecosystem. The findings mark out new avenues for future research.
Design/methodology/approach – Combining insights from the literature on branding, service, and relationship management, the paper develops a customer-dominant conceptual and methodological approach. Brand strength captures customers' attachment to a brand in terms of their thoughts, feelings, and actions toward the brand. Since brand strength is the configuration of customers' and non-customers' brand relationships, the paper divides the brand relationship into two components – brand connection and purchase status – to compose a brand strength map.
Findings – Grounded in customers' accumulated positive and negative experiences, the framework creates a diagnostic picture of the strength of the brand, and an illustrative empirical study demonstrates the mapping procedure's applicability to service brands.
Research limitations/implications – The approach is an alternative to a traditional measurement scale development approach. Future studies should explore the framework's adaptability to different contexts, stakeholders, and industries.
Practical implications – The distinctive model comprehensively captures the aggregate picture of customers' brand relationships, and the managerially parsimonious framework can be adapted to different service settings.
Originality/value – The framework represents a novel diagnostic tool for service companies to explore their brand's strength. The approach is unique because it adopts a customer-dominant perspective. Furthermore, it includes behavior with a relational perspective and negative responses, which reduce overall brand strength.
companies in creating value by outlining a customer-based approach to service. The customer’s logic
is examined in-depth as being the foundation of a customer-dominant (CD) marketing and business
logic.
Design/methodology/approach – The authors argue that both the goods- and service-dominant
logic are provider-dominant. Contrasting the provider-dominant logic with CD logic, the paper
examines the creation of service value from the perspectives of value-in-use, the customer’s own
context, and the customer’s experience of service.
Findings – Moving from a provider-dominant logic to a CD logic uncovered five major challenges to
service marketers: company involvement, company control in co-creation, visibility of value creation,
scope of customer experience, and character of customer experience.
Research limitations/implications – The paper is exploratory. It presents and discusses a new
perspective and suggests implications for research and practice.
Practical implications – Awareness of the mechanisms of customer logic will provide businesses
with new perspectives on the role of the company in their customers’ lives. It is proposed that
understanding the customer’s logic should represent the starting-point for the company’s marketing
and business logic.
Originality/value – The paper increases the understanding of how the customer’s logic underpins
the CD business logic. By exploring consequences of applying a CD logic, further directions for
theoretical and empirical research are suggested.
Keywords Services, Customers, Customer relations, Consumer behaviour, Logic
Paper type Conceptual paper
mechanisms of interplay and collaboration between service providers and customers,
resulting in experienced value for the parties. In this paper, we reflect on the concept and the use as well as usefulness of the concept. Critical reflections imply revealing and discussing
underlying assumptions as well as implications for researchers and for managerial practice.
We believe a critical approach is warranted since value co-creation as a term in marketing has evolved over the last 10 years from non-existence to almost self-evidence. How is this
possible and how will it affect marketing theory and practice? Although the use of a novel
concept like value co-creation directs attention to the underlying phenomenon and makes it more visible, it does not mean that the phenomenon itself has emerged only recently. Cocreation as a phenomenon has existed, but it has not before been recognized and considered
important to this extent. What, then, are the explanations for the recent interest in cocreation? These are issues that we discuss in this paper. We are concerned about the often
unreflected use of the concept, leading to theoretical dysfunctionalities and practical confusion. We therefore suggest that value co-creation needs to be properly defined and used
in an analytical manner.
Design/methodology/approach - The paper presents mental models as a perspective to discuss marketing’s position in companies, and reflects on the marketing mental models of boardroom members and top management.
Findings - The paper addresses marketing’s relevant issues and offers new insights into the role of marketing in companies by highlighting mental models, which drive the boardrooms’ and managers’ attentions, decisions, actions, and evaluations. The paper demonstrates the importance of mental models by introducing and discussing the notion of the mental footprint of marketing, or the impact marketing has on mental models.
Research limitations/implications - The rapidly changing business environment, in addition to current marketing research trends, strengthens the need to understand the scope of issues included under the notion of marketing, as well as the overall significance of marketing within the company. The paper advocates that understanding and investigating mental models is useful in these endeavours.
Practical implications - The paper presents a set of different implications from recognised mental models in companies.
Originality/value - This paper contributes to discussions on the relevance of marketing in modern companies by introducing a new perspective, involving the mental footprint of marketing, which challenges functional points of view. If the mental model of marketing takes a broader approach, considering marketing to be ubiquitous, then marketing can be seen as being present in the boardroom."
See interview with Tore Strandvik about the article at:
https://www.youtube.com/watch?v=S_cs_DFoO0U&feature=youtu.be
""
Design/methodology/approach - The dynamics of working relationships in two manufacturing firms in Finland and Sweden were studied by analysing the narratives of unstructured personal interviews with 16 middle managers and 14 operational executives, who recalled experiences of relevant situations over three years, with emphasis on unexpected disturbances, challenges and problems.
Findings - Respondents discussed 77 NCWs, the development and effect of which proved to depend upon the original ‘locus’, ‘magnitude’ and ‘amplitude’, and embedded ‘energy’. Waves could be distinguished as: ‘silent compact’, ‘silent extensive’, ‘intense compact’ or ‘intense extensive’.
Research limitations/implications - The wave metaphor for relationships dynamics, consistent with but distinct from established notions of ‘critical time’ and ‘critical incidents’ and the associated classification system are a useful starting point for further research into the phenomenon. Though the qualitative methodology achieved richness, the small sample and restricted scope place limits on the objectivity and generalisability of the findings.
Practical implications - The NCW framework offers strategists and managers a holistic understanding of the dynamic process of criticality, synthesising the complexities of relationship dynamics and pointing to ways in which to absorb the energy of negative waves.
Originality/value - More is now known about the domino effects of critical incidents in internal and external business-to-business relationships.