PurposeThe purpose of this paper is to construct a customer‐oriented integrative service model based on the generic service process. Business strategies can then be formulated by using the model.Design/methodology/approachThe key classifying dimensions and their respective attributes are identified through literature reviews. Operational dimensions are formed by combining their attributes weighted by manager‐determined importance weights (IW). A generalized mathematical model is built to integrate the core services of a firm with customer‐based performance weight (PW). The integrative service model is constructed by combining the operational dimensions.FindingsThe selected classification model covers knowledge, information and virtual space dimensions that most of the previous service‐process based model lack. The developed model is simpler to understand and to use for managers comparing to the other complicated mathematical models.Research limitations/implicationsEmpirical studies need to be done to test the effectiveness of the model. Experienced managers are needed to decide the IW.Practical implicationsManagers can use the developed model to formulate integrated business strategies as well as forecasting competitor's strategies. The developed model is a customer‐oriented approach for service strategy formulation.Originality/valueA generalized mathematical model is derived for a firm offering “n” kinds of core services. Computer software can be written based on it to handle the complex cases.

Purpose -The paper aims to develop a service taxonomy model and a mathematical process to forecast a competitor's service business strategy in a multiple service business context by inputting CI data such as the profits of existing core services. Design/methodology/approach -A qualitative method of literature review is adopted to build a service taxonomy model and form two propositions. Based on the multiple business process integration concept of the resource-based view, a mathematical process constituted by service modules and weights is developed. Salient components of the competitor's service business are identified to forecast the competitor's service business strategy after utilizing optimization heuristics of 80/20 and large number rules. Findings -The model is able not only to forecast a competitor's service business strategy, but can also help develop the firm's own new service strategy. The resources of the firm can then be realigned to counteract the competitor's strategy.Research limitations/implications -The developed model is mainly applicable to service businesses. The collection and use of CI data must consider ethical issues, which might limit the sources of data. Practical implications -To forecast a competitor's strategy correctly , good quality CI practice is necessary. Experienced people in the CI department are critical to the production of good quality forecasts. Originality/value -The contribution to CI impact studies is that the mathematical forecasting process is developed based on qualitative service taxonomical research. Key elements of the service process are identified as salient elements, which serve as the main focusing points in forecasting competitors' strategy.

Purpose -The purpose of this paper is to construct an integrative service model from customer and provider perspectives so that it can be utilized to formulate service business strategies. Design/methodology/approach -The concepts of the resource-based view (RBV), customer co-creation and service modules obtained from a literature review are combined to construct a mathematical model. Based on the model, business strategies are formulated by utilizing existing marketing and service frameworks. Findings -Innovative services can be generated from the model after combining different core services. To gain competitive advantage in a changing environment, a feedback mechanism should be used to provide dynamism. Research limitations/implications -An empirical test of the model could be undertaken as a future study to test the validity of the model. Adding more attributes to give the model finer resolution will increase the complexity of the model. Extending the application of the model to firms' internal departments will mean that the relationships between departments have to be reinvestigated. Practical implications -Obtaining the salient attributes with the heuristics of the 80-20 rule and the large number principle means optimization of resource utilization under the condition of customer satisfaction. Originality/value -The model, developed by combining the concepts of RBV, customer co-creation and service modules, is an innovative tool for the formulation of service business strategies.