J Syst Sci Syst Eng (Dec 2007) 16(4): 414-423 DOI: 10.1007/s11518-007-5057-3
ISSN: 1004-3756 (Paper) 1861-9576 (Online) CN11-2983/N
SERVICE VALUE NETWORKS: INTO PRACTICE John HAMILTON Director of E-Business, James Cook University, Cairns, 4870, Australia
[email protected] ( )
Abstract Modeling a business to match its customer perceived (and customer desired) outcomes, remains an on-going task. This paper considers shows how a service value networks (SVNs) approach may be engaged to model, and deliver, understanding of the front-end business and its direct engagement with its immediate (or front-end) customers. These front-end customers may be either: (1) its off-line, in-store customers – engaging directly with the business sales staff (or representative), or (2) its on-line, virtual customers – engaging with the business via internet or remote access. In this situation, both the business, and the customer draw upon their respective viewpoints, and both sides influence the interaction. External to these business and customer influences are additional factors that capture the immediate and broader global effects – termed environmental effects. These three business-customer engagement areas of influence are captured by a SVN SEM approach. Without a business-customer encounter of some kind the likelihood of a services business, and a prospecting customer, successfully engaging in an exchange process is reduced. This exchange may be a physical, and/or services exchange, and/or an information and/or ideas exchange. To the business, this encounter is, in effect, a trade, and as a result, the business targets acquiring an economic exchange that will ultimately deliver a net positive economic outcome. To the customer, external and internal information feeds, servicing, perceived value, and satisfaction, are key encounter drivers. SVNs offers a new way to understand the business-customer encounter, and to then utilize this acquired knowledge to either: (1) build a strategic management model, or (2) reengineer its business networks, and to then create a re-positioned, more customer-aligned business operation – one that is capable of delivering win – win, competitive business-customer solutions. Keywords: Service value networks, alignment, structural equation modeling
1. Introduction
suggested
and
theoretically
developed
by
of
Hamilton as a new customer engagement
customer engagement may be expanded into a
process – a more inclusive, complex, and total
new level of understanding. The approach
approach,
engages
relationship management (CRM) (Hamilton,
This
study
service
shows
value
the
progression
networks
(SVNs),
© Systems Engineering Society of China & Springer-Verlag 2007
than that
offered
by customer
HAMILTON
From the business side a number of business
2004, 2005, 2006, 2007). By adopting a SVNs approach, a service industry (or a substantial
sectors
service
elucidate
business-customer encounter. Thus measures
significant measures by which they may adjust
encompassing possible business sectors must be
their business model, and drive customer
captured. These sectors are termed ‘front-end
engagement to new levels.
business cells’, and the measures applicable to
industry
business),
may
This SVNs approach allows the service
could
contribute
to
the
each front-end business cell are termed its
industry (or business) to further leverage its
‘interactors’.
These
interactors
(observed
economies of scale – drawing on its combined:
variables) engage with the business back-end.
supply chain and logistics systems, its peripheral
The business back end is a combination of
and interlinked partners, its ad hoc channels, and
supply chains, value networks, and external
its
deliver
networks. These networks are matrixed, and
highly-specific, individual customer solutions
interlinked, via various intelligent artificial and
(each of which it has attempted to partially align
fuzzy logic sorting sieves systems (which are
to each respective customer’s, or customer
embedded in the information technology and
group’s needs) (Brown and Vashistha, 2002,
information systems (IT/IS)). They are capable
France, Da Rold et al., 2002, Chen and Paulraj,
of delivering an economically acceptable,
2004).
best-guess, reasoned, value-added, suitable,
intelligent
databases
to
The SVNs approach captures and engages
customer solution package. The
business-customer directional communications
SVN
SEM
approach
shows
this
channels. It draw on the business networks, and
front-end delivery system involves multiple
to deliver timely, reasoned, cost acceptable, and
customer interaction pathways, and that the
efficient solutions that the customer perceives to
business-customer
be of suitable value, and from which, the
conglomeration of pathways (not one pathway).
business derives successes and/or profitability
Each pathway contributes in a different way, and
(Sampson, 2000, Christensen and Anthony, 2004,
to a different degree, to the final customer
Chen and Paulraj, 2004, Hamilton, 2006).
outcome
To build a service industry SVN, a survey
and
encounter
to
the
acts
resultant
as
a
customer
perception satisfaction level.
approach is initially adopted (Hamilton, 2006.
A simple SVNs model for a senior executive
Data is then analysed – ultimately using a SVN
(or manager) may be a survey developed SVN
structural equation modeling (SEM) approach.
SEM dashboard, where one, or more business
This approach unlocks the business-customer
cell interactors attached to the business’s
interface as a complex array of interaction
front-end may be varied and its effects displayed.
channels, that in combination, match customer
For example, Figure 1 shows a typical set of
perceived servicing, value, and satisfaction level
service industry SVN SEM business, customer
requirements.
and environment cells and their interacting
The
interface
between
the
business and the customer is termed the
pathways.
Each
‘business-customer encounter’.
front-end
cells
JOURNAL OF SYSTEMS SCIENCE AND SYSTEMS ENGINEERING
of
the
eleven
(business,
displayed
customer
or
415
Service Value Networks: Into Practice
environmental consist of a series of observed
realigning
variables
components can deliver significant changes to
interactors,
that
in-turn
engage
associated back-end business components, that
multiple
strategic
positioning
customer perceptions. In the real world of business the SVN SEM
may be changed – like ‘Change #2’. When the measurable business component
approach may be used as a basis from which to
attached to the front-end business cell termed
build a SVNs business. Within this SVNs
POSITION (which contributes to the business’s
business solution, a near-real-time management
strategic positioning), and also linked to
modeling tool may also be incorporated. Hence
‘Change #2’, is varied, be it via a model, or
the manager may now model, and experiment
otherwise, it affects the business network
with, the real business data, and so can better
systems. The dotted lines shown in Figure 1
model to optimize the management desired
portray how these effects are also delivered
business solution set. This solution set may be
across: (1) the front-end business cell network;
overlaid into the SVNs intelligence systems as a
(2) the business-customer encounter, (3) via the
constraint, or factor to be included in each final
environmental systems, and (4) ultimately
outcomes solution. Such an approach makes it
through to the customer measures. The net
extremely difficult for a competing business to
customer effect for such a change is typically
copy or imitate the SVNs operating business, as
small. However, combinations of changes acting
the solution can be varied quickly, or it can even
together,
can
be set to change along with any customer
Similarly,
a
Change #2
redirection
Measured Component
effects. involving
FRONT-END BUSINESS CELLS
POSITION
perceptions drift. FR ON T-E ND CE CU LL ST OM S ER
major
significant
BU CU SINE EN STO SSCO M E UN R TE R
deliver
SATISFY
CUSVAL
TRACK INNOVATE WEB
SERVDEL
ECOSERV CUSSERV INFOVALS
EXTVALS
FRONT-END ENVIRONMENT CELLS
Figure 1 Typical front-end service value network
416
JOURNAL OF SYSTEMS SCIENCE AND SYSTEMS ENGINEERING
HAMILTON
back-end systems were engaged.
2. SVNs: Theory into Practice
External to the business-to-customer systems,
Services industries may use the approach
the
pharmacy
industry
comes
under
the
developed for the pharmacy industry in Australia,
influences of the environment. Environmental
to build their own industry specific SVN SEM
effects tend to reside on a number of levels –
model. For example a nationwide or state
macro or global effects, and micro or immediate
transport business network can deliver an
and business surrounding effects. Under this
appropriate model, as can a tertiary education
study, the macro environmental effects (typically:
sector study. This SVNs field of study
political,
progressed from theory to reality using the
environment and legal), were minimal as at the
pharmacy in Australia.
time of this study, the regional situation was
The pharmacy industry consisted of eight main business models. This situation was further
economic,
social,
technologies,
stable (OECD, 2006). Hence complications due to macro effects were negated. At
complexed by competitive differences, and
the
micro
or
store-specific
level
location effects. For example, in various
environmental effects existed, and these were
locations several business models may have
captured as INFOVALS (measures as INFOVAD)
been in direct competition customers, whilst in
– direct pharmacy related information obtained
other localities no direct competition may have
from
existed.
(measured as EXVAD) – external value adding
The
eight
pharmacy
business
model
external
sources;
and
EXTVALS
type data. These measures, are shown in Table 1
groupings also displayed varying degrees of
Although environmental effects affected both
networked back-end to front-end activities. For
business, and customers, this study showed only
example,
government prescription
minor influences occurred around the front-end
data-entry and recording systems linked directly
business-customer encounter, and particularly in
into the national database, whilst individual
the customer domain. One explanation for mini-
stores
all
had
displayed
degrees
of
local
and
nation-wide operational, human resources, and financial databases; pharmacy chain displayed varying degrees of supply chain, logistics and networking
approaches.
In
addition,
e-pharmacies operated across the spectrum with various website and mobile approaches. Across the industry, and its national database customer tracking/record-keeping systems, a SVN structure was found to apply. Variations to this overall structure also occurred, especially in some pharmacy chains, and e-pharmacies – where unique collaborative, highly networked
JOURNAL OF SYSTEMS SCIENCE AND SYSTEMS ENGINEERING
Table 1 Customer and environmental cells measurement interactors Customer / Environmental Cells and Interactors SAT Innovative outlet Exceeds expectations Staff advice Competitive Best service Customer recognition SVDEL Latest support Services provided Services quality Fast delivery Cost
INFOVAD Prescription records Health records Additional industry info issued Tax medical history EXVAD Internet value adds Information from externals External info advice Check info external CUSVAL New knowledge Enjoyable shop Innovative Good brand range
417
Service Value Networks: Into Practice
mal local environmental change was that offered
ess cells constituted the business side of the
by the OECD, where it reported Australia, and
business-customer encounter for this industry.
its business realm, as the second most stable
Each business cell (like POSITION), typically
economy in the world during 2005 and 2006.
captured its four to six key measured variables
Hence, EXVAD – the external environmental
as a net EFA derived latent variable (like POS).
cell interactor set, and INFOVAD – the
The six business cells with their latent variable
informing environmental cell interactor set,
shown in brackets were termed: POSITION
in-turn affected the customer perspectives, in the
(POS) – strategic and competitive positioning;
manner displayed in Figure 1.
TRACK (TRAK) – marketing and customer
The front-end customer perceived drivers of
tracking; INNOVATE (INNOVA3) – new and
the SVN SEM (with their net EFA derived latent
innovative
orientation
variable measure shown in brackets) were:
complex variable of 17 items); WEB (WEBUSE)
SERVDEL (SVDEL) – perceived customer
–
servicing
communication
and
(INNOVA3
was
a
web/IT/operational
features;
channels; ECOSERV (ECOSV) – economic and
CUSTVAL (CUSVAL) – perceived customer
financial imperatives); CUSTSERV (CUSSV) –
value; and SATISFY (SAT) – satisfaction
services and products offered to the customer to
generated in the customer outcomes achieved by
win their business.
and
desired
product
the engagement with the business. Each of these
Figure 1 typified the front-end of a SVNs
latent drivers constituted a complex variable of
service industry. To build such a model data was
measures (as shown in Table 1) that captured
first captured from the business, the broad
industry perceptions in a broad, yet detailed
customer base, and the environment. Seven
manner.
point Likert scales were utilized. In this type of
Six front-end business cells – capturing the
research large sample sizes should be employed
interactor items displayed in Table 2, are
as they greatly enhance the accuracy of SVN
portrayed in Figure 1. These six front-end busin-
SEM calculations (Byrne, 2001, Kline, 2005).
Table 2 Business cells measurement interactors Business Cells and Interactors POS Seek opportunities Expt new services Meet challenges Competitive response Risk takers TRAK Perceived transaction value Loyalty No info requests Customer satisfaction INNOVA3 Value adds Future values Current targeting
WEBUSE On-line e-shop Information contents sought Mine web info Fast delivery Cost ECOSV Buy growth Sales growth Earning growth Market growth CUSSV Meet wants Meet desires Meet requirements Meet needs
For example, considering an Australian transport industry carrying around 180,000 persons per day - a customer sample of 30,000 has been selected. Business surveying in this industry remains complex, and will not be discussed herein, but linkages between operational and executive levels have been drawn into the model’s workable structure. The transport industry business survey group was also positioned as a large data capture set of 1,500 business side cases. This SVNs transport industry is treated as per the pharmacy industry, and again unique business-customer encounter
418
JOURNAL OF SYSTEMS SCIENCE AND SYSTEMS ENGINEERING
HAMILTON
pathways are be elucidated. In conjunction with
environmental cells, and all interactions shown
this industry, sample findings may be reported at
were significant at 90% confidence. The
a later date.
front-end business cells also captured additional business-specific
3. Test Bed: The Pharmacy Industry
immediate
environmental
effects. A business-customer encounter area was exposed. This encounter showed only certain
The Australian pharmacy industry was surveyed in 2006, with over 200 business and
pathways
significantly
800 customer data sets engaged. The data was
perceptions, and only certain approaches could
collated; cleaned; checked for normality and
further drive customer perceived servicing,
range; grouped in cells; and exploratory factory
value and satisfaction. Thus, the sequence of
analysis latent variable grouped for each cell
variables (and their interaction pathways) from
(with reliability and validity measures checked).
independent, exogenous business cell variables,
Loadings and errors (from alpha’s, means, and
to the final customer cell dependant, endogenous
standard deviations) were then generated and
variables was regression portrayed. The business
checked for each cell latent variable. AMOS 6.0
cells also showed a networking effect with
and multiple regression modeling was used to
fourteen of the possible fifteen covariance
test for the cells relationships prior to SEM
pathways being significant. Potential path
modeling (Hair, Anderson et al., 1998, Cramer,
complications (none of which were significant)
2003). The SVNs multiple regression model
also
generated is depicted as Figure 2.
regression path linearity, the presence or absence
considered
at
this
affected
stage,
customer
included:
of bidirectional or reciprocal flows, or the
The SVN regression model showed six with
possible joint effect between two endogenous
immediate
variables (that covaried with each other). It must
front-end
business
cells
interacted
front-end
customer
cells
and
SAT 1
.15
e4
.71
.95
POS .48
.35 .32 .21
1.68
.39 .32
INNOVA3
.21
WEBUSE
1
.12 .93
.70 .31
CUSVAL
TRAK
.28
-.13
.29
e3
.39
1.88
.23
-.06 1.16
.43
1
.26
e5 .30
.34
.14
SVDEL
.18
ECOSV
.24
CUSSV INFOVAD 1 .35
e1
.55
EXVAD 1
.72
e2
Figure 2 SVNs multiple regression model (unstandardized estimates displayed)
JOURNAL OF SYSTEMS SCIENCE AND SYSTEMS ENGINEERING
419
Service Value Networks: Into Practice
The SVN SEM model, displayed in Figure 3,
be noted that this SVN regression modeling process still presents limitations. In particular (1)
with (1) business cell errors included; (2)
only multiple dependant, endogenous customer
external customer, and customer environmental
variables display errors (and these errors may
residual (model unexplained) errors included; (3)
add
model’s
covariance values below 0.7 (the one exception
interpretation); (2) each independent exogenous
on testing still displayed uniqueness); and (4) all
business cell variable is assumed to be a
paths significant at 90% confidence, showed
measure without error (which is unlikely); and
unstandardized pathways improvement values
(3)
independent
over the unstandardized regression model (as
exogenous business cell variables (those with
expected). In addition, this SVN SEM pharmacy
values of 0.7 or above) may hinder result
model yielded an excellent model with key
interpretation. This pharmacy SVN regression
‘goodness-of-fit measures’ being better than the
model displayed its excellent fit measures –
corresponding regression values: χ2/DF = 0.528,
χ2/DF = 0.762, p = 0.835, RMR = 0.045, GFI =
p = 0.987, RMR = 0.016, GFI = 0.974, AGFI =
0.962, AGFI = 0.924. However, to account for
0.947, again showing the stability and quality of
the above regression weaknesses, this pharmacy
this model. All additional SEM fit measures
SVN regression model was moved into a SEM
supported this excellent fit model (Hair,
model environment for more detailed and
Anderson et al., 1998, Byrne, 2001, Cramer,
accurate analysis (Hair, Anderson, et al., 1998,
2003, Kline, 2005, Cunningham, Holmes-Smith
Cunningham, Holmes-Smith et al., 2006).
et al., 2006).
potential
difficulties
multicolinearity
to
amongst
the
e1
POSITION .90
.46
e2
e11
CUSVAL
.90
.58
.36
TRAK
-.26
Res2
INNOVATE .74
-.35
.68
.49
.39
-.13
.40
e3
INNOVA3
SVDEL
e9
.47
.61
Res1
CUSTVAL
e10
.39
.94
SATISFY
.94
.91
TRACK
.58 -.34
SAT
POS
.81
WEB
SERVDEL
.87
-.39
.76
WEBUSE e8
-.48
ECOSERV .85
.31
Res3
.57 .27 INFOVALS
.76
EXTVALS
.95
ECOSV
INFOVAD
e7
e4
.94
Res4
EXVAD
Res5
e5
CUSTSERV .79
CUSSV e6
Figure 3 SVN SEM model (standardized estimates displayed)
420
JOURNAL OF SYSTEMS SCIENCE AND SYSTEMS ENGINEERING
HAMILTON
showed
The TRACK business cell also influenced the
construct reliability with all bar two squared
business cells INNOVATE, ECOSERV, and
multiple correlation constructs above 0.7, and all
CUSTSERV and these channels should also be
above 0.55. Hence, item reliability with its
further targeted for improvement. Thus, market
construct
covariance
orientated strategies for this services industry
correlations were below 0.7 and discriminant
should be a major focus – targeted at delivering
validity was acceptable, and all factor loadings
both a more competitive, and customer focused
were above 0.6, so convergent validity was
solution set. To deliver such a solution the
acceptable.
front-end business cell interactors may be
Validation
of
was
latent
constructs
acceptable.
All
The resultant full SVN SEM pharmacy model,
adjusted, the model re-run, and the relevant
with all pathways significant at the p < 0.05 level,
measures noted for improvement (or decline) in
was
(using
alignment. The best solution is thus iteratively
bootstrapping 1000 times at 90%), and standard
determined, and may then be implemented. In the
sample
future this approach may be computer modeled,
again
checked
for
invariance
reliability
calibration-validation
procedures and validity. The SVN SEM model
attached
to
real-time,
updating,
back-end
again passed all criteria (Byrne, 2001, Standage,
business networks and intelligent databases, and
Duda et al., 2005).
then used as a management assisting decision tool.
4. Discussion
Further, by incorporating extensive disruptive
This empirical pharmacy research indicated
SVNs retooling, a pharmacy industry SVNs
the existence of SVNs – particularly at the
competitive automatically repositioning option
industry-wide
its
may be deliverable. This option would operate in
customer connections level. The SVN multiple
near-real-time, and would automatically-adjust
regression
cell
databases with feeds from the business, the
significant
business-customer encounter, the customer and
pathways between the observed business and
the environment. Such a SVNs model (developed
dependant customer and customer environmental
via the SVN SEM approach), for the first time,
variables likely existed.
truly offers the potential for ‘customerization’ –
front-end
model
networking,
and
business,
displayed showed
and
business four
When moved into SEM analysis the same
where one business specifically targets each
pathways
individual customer in a unique customer
existed. The front-end business cell TRACK
oriented manner. Earlier business models like
showed a negative correlation with the external
supply chain management (SCM), demand chain
customer environmental feed cell EXTVALS, and
management (DCM), and customer relationship
showed no other direct customer influences.
management (CRM) have espoused to such a
Hence, as this pathway offered another channel
claim, and in specific instances have approached
of contribution to customer perception, a
this near-real-time solution. However, as the
realignment of the front-end business cell should
business-customer interface has previously not
be undertaken.
been fully understood, truly correct data capture
four
business-customer
encounter
JOURNAL OF SYSTEMS SCIENCE AND SYSTEMS ENGINEERING
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Service Value Networks: Into Practice
cells.
across this divide has been an approximation, and the business and customer alignment differences
The non-direct pathway front-end business
have been adjusted in a lock-step manner. In
cells (or fields of engagement) interacting via
contrast,
their measurement interactors, still exhibited
SVNs
offer
a
broader
capture
mechanism- one capable of delivering specific
some
(but
indirect)
influence
‘customerized’ solutions and that can be set to
business-customer encounter.
across
the
This study remains an important piece of
recognise and move with changes or drifts in the
competitive business research. The SVN SEM
customer focus (Hamilton, 2005, 2007). Another area for further development in this
approach shows new competitive intelligence
study was business cell networking related to the
possibilities, which can then be built into fully
WEB business cell. A significant number of
operational SVN business models for services
customers utilized the communication sources
industries.
captured under the WEB business cell, yet the
The SVN SEM approach applies to many
pharmacists, and pharmacy senior managers, in
service sectors, like tourism, health, mass
general, did not see this business cell as one that
transport, and education. This approach is also
would significantly contribute to their store level
projected to apply beyond the services area.
business models. This area is a second significant
When used correctly, a SVNs approach offers
area exposed by the SVNs approach. This
greater alignment of the business to its specific
business cell is a customer desired source for
customer-base, and constituent individuals. In
information and up-skilling (regarding pharmacy
addition, unique customer specific value adds
related areas), and it is a business cell where this
may be incorporated to enhance customer
services industry should improve in order to more
commitment.
closely align itself with its customers.
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