1. The Service-Dominant Logic of Marketing
Presented By: Presented To:
Robert F. Lusch MMA Annual Conference
Professor of Marketing Chicago, Illinois
University of Arizona
March 16, 2006

2. Advancing Theory: The Role of the Funeral
Scientific theories, however, are fundamentally different. They are constructed to be blown apart if proved wrong, and if so destined, the sooner the better. “Make your mistakes quickly” is a rule in the practice of science. I grant that scientists often fall in love with their own constructions. I know; I have. They may spend a lifetime vainly trying to shore them up. A few squander their prestige and academic capital in the effort. In that case – as economist Paul Samuelson once quipped – “funeral by funeral, theory advances.”
(Edward O. Wilson. Consilience: the Unity of Knowledge. 1998; p. 52).

3. Contrasting G-D Logic and S-D Logic
Goods-dominant logic is similar to Theory X management where the worker is treated as someone that has to be controlled and managed. Goods- dominant logic viewed the consumer as someone to control and manage. S-D logic views the customer as a collaborative partner and co-creator of value. In a way it is similar to Theory Y management.

4. The Traditional Logic: Operand Resource
Employee
Need to Persuade
Need to Extract Work
Need to Tightly Manage & Control
Need to Extract Maximum Productivity
Consumer
Need to Persuade
Need to Extract Money
Need to Capture & Control
Need to Extract Maximum Profit

5. All Exchange is Service Centered
“the great economic law is this: Services are exchanged for services…. It is trivial, very commonplace; it is, nonetheless, the beginning, the middle, and the end of economic science….” Frederic Bastiat 1860
“services are the application of specialized competences (knowledge and skills) through deeds, processes, and performances for the benefit of another entity or the entity itself.” - (Vargo and Lusch 2004)

6. Growth of Markets & Marketing
Institutions
Institutions
Institutions
As markets grow we develop and impact institutions in society. Relationships are at the core of these institutions. (next exhibit)
Goods, money, organizations as intermediaries (two exhibits forward).
Service for Service
Goods, Money, Organizations are Intermediaries

7. Evolving To a New Frame of Reference
To Market
(matter in motion)
Market To
(management of
customers &
markets)
Market With
(collaborate with
customers & partners
to produce &
sustain value)
Through Future

8. Conceptual Transitions in Marketing
G-D Logic Transitional S-D Logic
Goods Services Service
Products Offerings Experiences
Feature/attribute Benefit Solution
Value-added Co-production Co-creation of value
Profit maximization Financial Engineering Financial feedback
Price Value delivery Value proposition
Equilibrium system Dynamic system Complex adaptive system
Supply Chain Value-Chain Value-creation network
Promotion IMC Dialog
To Market Market to Market with
Product orientation Market Orientation S-D Orientation

9. Resources (internal & external)
Draw Upon
Resources (internal & external)
Collaborate
With
Customers &
Partners
Co-Create
Value
Proposition
Co-Create
Service
Offering
Collaborate:
Customers &
Partners
Co-Create
Value Processes &
Network
Co-Create
Conversation
& Dialogue
Overcome
Resistances
S-D Logic as a
Theory of Marketing

10. The Nature of Marketing?
Change
Division of
Labor
Exchange
Increasing Degree of Change in Society

11. Where Do We Go From Here? Nature & Scope of Marketing
Commercial Society
World of Work
World of Consumption
Condition
Division of Labor
Specialized Competences
Means
Exchange
Labor
Market
Consumer & Business Market
End
Change
Value

12. Where Do We Go From Here? Frontiers in Research
Co-Production & Collaboration
Dialog & Conversation
Value Propositions & Networks
Feedback & Adaptation
Business Processes & Service Flows
Knowledge & Competitive Advantage
Meaning of Consumption & Work
Markets, Marketing & Class Conflict
Marketing & Macroeconomic Policy

13. Marketing Curriculum Reform
Fundamental of Marketing (service dominant)
Competency Building and Competitive Advantage
Managing Cross Functional Business Processes
Designing Value Propositions & Pricing Strategy
Integrated Marketing Communication
Managing Value
Networks & Constellations
Consumer Buying, Usage & Co-Creation
Designing and Delivering Service Flows
The Role of Marketing in Society

14. Postscript
“The fundamental purpose of the corporation is not wealth creation. It is job creation and collaborating with all stakeholders (including the customer) to co-create value.”
Robert F. Lusch
“The extent of the market may be a function of the division of labor; however if society does not benefit from the division of labor and the fruits it bears then markets and marketing will be replaced by other institutions.”

15. For More Information on S-D Logic visit:
Thank You!
For More Information on S-D Logic visit:
sdlogic.org
We encourage your comments and input. If you would like your working papers or teaching material and/or links to your research displayed on the website, please us
Steve Vargo: Bob Lusch:

16. Timeline of SD-Logic Four major revisions Two editors Six reviewers
Initial Draft 1995
Refinement
Summer 1999 Submission
Summer 2000 Submission
Summer 2001 Submission
Summer 2002 Submission
Winter 2003 Submission
Spring 2003 Paper Accepted
Published January 2004
Four major revisions
Two editors
Six reviewers
One strong reviewer advocated from beginning
Sixth reviewer became advocate for publishing with commentaries
Editor Ruth Bolton coached and guided along the way

17. Is It All About Services: A Paradigm Inversion (1999)
“While your manuscript has interesting ideas, the current positioning of the paper leaves one feeling that there is not much new in the paper.” - JM Editor David Stewart (November 1999)
“The author(s) are to be applauded for taking on such an extremely ambitious essay. To propose a true Khunian paradigm shift in marketing and to succeed is to try to do something that no theoretical paper has achieved that I am aware of—although historians of science will ultimately be the judges of such matters.” JM Reviewer (November 1999)
"Every once in a while a paper comes along that is truly exciting--that has the ability to change the way people think. This is one of those papers. If this paper is published in JM, then it has the opportunity to be a classic in our field. I wish that I had written it.” JM Reviewer (November 1999)

18. Is It All About Services: A Paradigm Inversion (2000)
“The primary concern of the reviewers remains focused on the incremental contribution of the paper.”
“…it is probably too strong to conclude that all goods represent services in disguise.”
“…identify the boundary conditions of your premises.”
-Editor David Stewart

19. Is It All About Service (2001)
Revision of this manuscript has taken longer than intended. However, we should mention that one of the reasons it has taken ten months to complete this revision is that we kept trying to revise based on the individual comments of the reviewers and finally decided to start anew. Importantly the suggestion of reviewer #5 to organize the manuscript around a set of propositions (and your mentioning of this suggestion in your letter of September 19, 2000) while simultaneously encouraging us to significantly reduce the length of the manuscript led us in this direction. For your information the manuscript has been reduced by approximately 30%. Consequently, this manuscript is almost a total rewrite and is now organized around eight key propositions from which we derive thirteen managerial and societal implications.
Steven L. Vargo & Robert F. Lusch
Resubmission Letter to Editor Stewart

20. Transition & Convergence: From an Output to a Process Centered View of Marketing (2002)
“All three reviewers praise you for undertaking the challenging task of writing a paper that synthesizes a diverse marketing literature (over a substantial period of time)—and attempts to crystallize the debate about the meaning and direction of marketing.”
“As you may recall, I invited a new reviewer (Reviewer 6)…He/she found the paper “interesting and provocative” and rightly observes that it is unlikely (and perhaps undesirable) for the reviewers to converge in their opinions.”
“I ask you to create a shorter and more focused paper (that retains your key arguments). Then, if your paper is accepted for publication, it can provide the basis for invited commentaries by distinguished scholars.”
- Editor, Ruth Bolton

21. Evolving to a New Dominant Logic for Marketing (2004)
Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output. The dominant logic focused on tangible resources, embedded value, and transactions. Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the co-creation of value, and relationships. The authors believe that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange.
Abstract, Journal of Marketing (January 2004), p.1

22. Invited Commentaries: Day, Deighton, Narayadas, Gummesson, Hunt, Prahalad, Rust, Shugan
Vargo & Lusch (2004) observe that an evolution is underway toward a new dominant logic for marketing. The new dominant logic has important implications for marketing theory, practice, and pedagogy, as well as for general management and public policy. … The ideas expressed in the article and the commentaries will undoubtedly provoke a variety of reactions from readers of the Journal of Marketing.
- Ruth Bolton, Editor, Journal of Marketing (2004)

23. The Service-Dominant Logic: Dialog, Debate and Directions
M.E. Sharpe (2006)
Distinguished Group of Scholars Identify areas of Consensus, Dissent, and Future Directions.
Essays contributed by Achrol, Arnould, Brodie, Day, Gronroos, Gummesson, Holbrook, Hunt, Jaworski, Kohli, Kotler, Levy, Penzola, Price, Oliver, Rust, Sawhney, Wilkie, Woodruff, and others
Lusch & Vargo contribute integrative essays dealing with economic and marketing history, public policy, marketing management, and toward a general theory of marketing.