Values‐based service brands: narratives from IKEA

Abstract

Purpose -The purpose of this paper is to present a model for values-based service brands grounded in values-based service management. In undertaking this task, the paper addresses two research questions: "What is the role of values in creating customer value and corporate identity?" and "How can values and corporate identity be communicated to customers and thus contribute to customer-perceived service value?". Design/methodology/approach -Based on five narratives from a value-driven company, IKEA, the paper proposes a model of values-based service brands in action. The model is based on interpretations of how IKEA manages and communicates values in practising values-based service management. Findings -The study distinguishes four types of "values" in the example of IKEA: economic, social, environmental, and communication-based. These are incorporated into the model. Originality/value -This is the first study of the role of values-based service brands in creating value in use for customers.

Corporate social responsibility for sustainable service dominant logic

“…Abela and Murphy (2008) concluded that the FPs do not have an explicit ethical content. This is argued from a variety of viewpoints, such as relationship marketing and quality (Gummesson, 2006;2007a;, social responsibility (Enquist et al, 2008), values-based thinking (Edvardsson et al, 2006;Edvardsson and Enquist, 2009) and marketing ethics (Abela and Murphy, 2008). The integration of sustainability and stakeholder thinking for social responsibility and decision-making allows S-D logic to have a broader view and reflect its implicit assumptions regarding business ethics.…”

“…In this paper, we argue that although many organizations have claimed competitive and market advantages because of implementing these standards and systems (Zutshi and shoal, 2003), the Flügger case indicates that success requires external and internal perspectives to be complementary. A successful organizational change process requires values-based service thinking (Edvardsson et al, 2006) in which ISO certification forms part of a more comprehensive quality change process, including TQM and service quality based on the same core values. This paper explores the relationships among the concepts of values-based service, service quality and sustainability.…”

“…This forces companies to rethink their standard business models and increase their interest in innovating products and services based on the challenges of global sustainable development. This is based on the corporate social responsibility approach or way of thinking, for efficiency in quality (Pruzan, 1998;Gummesson, 2006;Edvardsson and Enquist, 2009;Edvardsson et al, 2006;. This approach is also cautious and assists companies to respond to early signs of important social shifts and consumer interest as they search for new and better ways to create value and differentiate their market offerings to attract and retain customers and make a profit (Shaw and Ivens, 2002).…”

“…This has been described by many researchers and economists since Adam Smith, and is argued in S-D logic (Vargo and Lusch 2004;. In the new economy and in the transformation of thought to values-based thinking (Edvardsson and Enquist, 2009;Edvardsson et al, 2006;, sustainable development is not only a new management challenge to achieve efficiency (quality). It also extends beyond the short-term profit focus (Gummesson, 1994; to become "an institution of social control instrumental in reorienting a culture from a producer's to a consumer's culture" (Edvardsson and Enquist, 2009, pp.…”

“…This can be achieved by integrating "societal" stakeholders such as NGOs and citizens as potential business partners rather than as illegitimate adversaries (Waddock, 2008). In recent years, NGOs have assumed an increasingly important role in society as drivers of change and have contributed to shaping the demands of market externalities and consumers (Edvardsson and Enquist, 2006), and have come to influence corporate life (Teegen et al 2004;Sjostrom, 2008). In fact, they can be defined as coalescing around common ideas, needs, or causes; and as collectively mobilizing their common interests.…”