"Value always depends on the context in which a job is done because co-creation is inherently experiential. Value co-creation happens as customers integrate a unique set of resources through service provision to satisfy their distinct value priorities in getting a job done at particular times and locations. [Moi ici: Fazer a ponte para o SPIN selling]
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Value depends on context because customers have unique access to market, public, and private resources and unique personal knowledge and skills.
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Context also frames the demands and potential of resources used to get a job done. When, where, with whom, and on what a job is done alter the value priorities of a customer independent of any change in resources.
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Finally, value depends on context because each customer draws on their unique combination of experiences, culture, and mind to shape their value priorities and assign meaning to service received. In other words, customer involvement happens not only via the actions a customer takes to get a job done, but also by how they interpret and process information to define and assess value.
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As such, a deep understanding of context is a prerequisite to successfully competing with a service lens. To achieve this, companies must move from merely “monitoring” the customer environment to “connecting” with it.
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Context is neither fully within our control nor beyond our influence. Companies who see the market through a service lens, therefore, seek to shape how value is interpreted in distinct contexts, assist customers with accessing necessary resources within contexts, enable service delivery across varying contexts, and expand the potential of resources in specific environments."
Trechos retirados de "A Service Lens on Value Creation: Marketing's Role in Achieving Strategic Advantage" de Lance A. Bettencourt, Robert F. Lusch e Stephen L. Vargo, publicado no número de Outono de 2014 da California Management Review.
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