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01 摘要
Abstract
本文的目的是为了更好地理解道德价值观在形成和指导卓越服务、服务创新和价值共鸣战略中的作用。本文认为，可持续性和企业社会责任是价值共鸣和卓越服务的关键驱动力。本文以零售服务提供商为背景，采用了案例研究的方法，主要案例是家具公司宜家。对我们案例中的关键价值进行了识别、分析，并与其他公 司的价值进行了比较。研究结果表明，这些公司的创新管理具有以下特点。(1) 促进其客户的服务体验的商业平台（如基于实体和网络的体验室）；(2)基于客户、公司和更广泛的社会的规范和道德价值之间价值共鸣的服务品牌和营销传播；(3)可以为卓越和可持续的业务发展提供能量 和方向且领导和员工共享的企业价值，。一个被称为"卓越服务和创新的商业模式-- 卓越服务和创新（SEIB）模式"的新框架被开发出来。这个新框架的重点是如何创造和管理资源配置，使客户在价值共同创造和服务交流中得到支持和指导。
The objective of this paper is to achieve a better understanding of the role of ethical values in forming and directing a strategy for service excellence, service innovation, and value-in- context. The paper argues that sustainability and corporate social responsibility are the key drivers of value resonance and service excellence. A case-study approach is used in the context of retail service providers, and the main case is the furniture company IKEA. Key values of our case are identified, analysed, and compared with values in other companies. The findings suggest that the innovation management of these firms has been characterised by: (1) business platforms (such as physical and web-based experience rooms) that facilitate their customers’ service experiences; (2) service brand and marketing communication based on values resonance among the norms and ethical values of customers, the company, and the wider society; and (3) sharing of corporate values among leaders and employees to provide energy and direction for excellence and sustainable business development. A new framework known as ‘The business model of service excellence and innovation – known as the service excellence and innovation (SEIB) model’ is developed. The new framework focuses on how to create and manage resource configurations that enable, support, and direct customers in value co-creation and service exchange.
02 关键词
Author Keywords
卓越服务；服务主导逻辑；价值创造；价值，可持续性；企业社会责任；创新；商业模式
Service excellence; service-dominant logic; value creation; values, sustainability; corporate social responsibility; innovation; business model
03 简介
Introduction
近年来，对"价值"概念及其创造方式的认识已经从关注产出单位（就商品和服务的属性而言）转向关注 "使用中的价值"（Lusch&Vargo,2006;Vargo &Lusch,2004,2008）和 "背景中的价值"（Vargo,2008）的概念。根据这一变化的观点，"价值 "被理解为与客户共同创造的东西，而不是由供应商预先定义并纳入他们提供的商品和服务。
在这些发展的同时，"客户价值"的概念也被扩展到包括对公司价值的考虑。根据这一观点，优秀的公司是通过他们的道德价值观而不是仅仅通过对金钱价值的逻辑认知评估来区别于其他公司的（Edvardsson & Enquist, 2009; Johnston & Clark, 2001）。Edvardsson 和 Enquist(2009)将这种道德价值观描述为"接触点"或"触发器"，它们有能力促进价值或破坏价值，正如客户和其他利益相关者所感知的那样。因此，本作者提出了以价值观为基础的服务理念，作为服务提供商可持续商业模式的基础。这样的模式将重点从基于控制的规范转向基于价值的规范，其中企业社会责任（CSR）和可持续发展（SD）被认为是价值创造和使用价值的驱动力。
在此背景下，本文将瑞典家具供应商宜家和其他以价值观为基础的公司的案例研究的见解与服务主导逻辑（S-D逻辑）（Vargo & Lusch, 2004, 2008）相结合，开发了一个以价值观为基础的服务的商业模式，以促进可持续的商业发展。该模型的重点是基于价值观的卓越服务、服务创新和可持续性。一些作者认为，有必要建立这样一种新的商业模式，将与客户共同创造价值、道德价值、可持续性和服务创新结合起来（Edvardsson & Enquist, 2009; Normann, 2001）。本文提出，企业社会责任和S-D逻辑可以作为发展这种新的卓越服务和创新替代模式的支柱，以一种完全不同的方式满足客户的需求（Hart，2007；Nidumolu, Prahalad, & Rangaswami, 2009）。
●关于价值如何创造的两种观点：（一）传统的商品主导逻辑（G-D逻辑）范式和（二）新兴的S-D逻辑范式。
●价值和价值观之间的区别。
●企业社会责任和商业可持续性的概念。
●以价值观为基础为了实现卓越服务的服务系统。
●服务创新的重要性。
在讨论了这些概念之后，我们从几个基于价值观的公司（宜家、星巴克、H&M 和美体小铺）的案例研究中提出了经验证据，以分析：（i）在这些公司的商业模式中，如何通过服务以及道德价值来创造价值；（ii）这些公司如何处理服务创新管理的问题。最后，我们描述了一个新的、基于经验的卓越服务和可持续性框架（被称为卓越服务和创新（SEIB）模型）它可以被用作卓越服务、创新和可持续性的平台。
In recent years, perceptions of the concept of ‘value’ and how it is created have shifted from a focus on units of output (in terms of the attributes of goods and services) to a focus on the notions of ‘value-in-use’ (Lusch & Vargo, 2006; Vargo & Lusch, 2004, 2008) and ‘value-in-context’ (Vargo, 2008). According to this changed perspective, ‘value’ is understood as something that is co-created with customers, rather than being pre-defined by providers and incorporated in their offerings of goods and services.
In parallel with these developments, the notion of ‘customer value’ has been extended to include consideration of a company’s values. According to this view, excellent compa- nies are distinguished from other companies by their ethical values, and not merely by logical cognitive assessments of value-for-money outcomes (Edvardsson & Enquist, 2009; Johnston & Clark, 2001). Such ethical values have been described by Edvardsson and Enquist (2009) as ‘touch-points’ or ‘triggers’ that have the capacity to contribute to value or, alternatively, to destroy it, as perceived by customers and other stakeholders. As a consequence, the present authors have introduced the idea of values-based service as a basis for a sustainable business model for service providers. Such a model shifts the focus from a control-based norm to a values-based norm, in which corporate social responsibility (CSR) and sustainable development (SD) are recognised as the driving forces for value creation and value-in-use.
Against this background, the present article combines insights from case studies of the Swedish furniture supplier IKEA and other values-based firms with aspects of service- dominant logic (S-D logic) (Vargo & Lusch, 2004, 2008) to develop a business model for values-based service for sustainable business. The focus of the proposed model is on values-based service excellence, service innovation, and sustainability. Several authors have argued that there is a need for such a new business model that integrates the co-creation of value with customers, ethical values, sustainability, and service inno- vation (Edvardsson & Enquist, 2009; Normann, 2001). This article proposes that CSR and S-D logic can be used as pillars for the development of such a new model of service excellence and innovation alternatives to meet the needs of customers in an entirely different way (Hart, 2007; Nidumolu, Prahalad, & Rangaswami, 2009).
IKEA provides an appropriate case study for empirical evidence in support of such a new business model. According to Palmisano (2006), businesses are changing in funda- mental ways – structurally, operationally, and culturally – in response to globalisation and new technology. As a result, larger companies are no longer ‘multinational corpor- ations’; rather, they have become ‘globally integrated enterprises’. IKEA is a good example of a ‘globally integrated enterprise’, with a business model that integrates econ- omic, environmental, and social perspectives as a basis for excellence, innovation, and sustainability.
The remainder of this article is structured as follows. First, we discuss several theor- etical concepts of importance:
● two views of how value is created: (i) the traditional paradigm of goods-dominant logic (G-D logic) and (ii) the emerging paradigm of S-D logic;
● the distinction between the concepts of value and values;
● the notions of CSR and sustainability in business;
● a values-based approach to service systems for service excellence; and
● the importance of service innovation.
Having discussed these concepts, we then present empirical evidence from several case studies of values-based firms (IKEA, Starbucks, H&M, and the Body Shop) to analyse: (i) how value is created through service as well as through ethical values in the business models of these firms and (ii) how the firms approach the question of service innovation management. Finally, we describe a new, empirically based framework for service excellence and sustainability – referred to as the service excellence and innovation (SEIB) model – which can be utilised as a platform for service excellence, innovation, and sustainability.
04 理论概念
Theoretical concepts
G-D逻辑和S-D逻辑
G-D logic and S-D logic
Vargo和Lusch（2004，2008）区分了商业关系中的G-D逻辑和S-D逻辑。G-D逻辑主要是基于传统的观点，即商业交易行为涉及到通过使用所谓的操作方资源（有形的物理资源）而嵌入到产出单位（通常是制成品）的价值。相比之下，S-D逻辑主要关注的是在服务互动过程中通过使用所谓的操作方资源与客户共同创造的价值（知识和技能）。然而，G-D逻辑和S-D逻辑之间的区别并不仅仅是基于商品和服务之间的明显区别；事实上，服务既可以基于G-D逻辑，也可以基于S-D逻辑。例如，Gummesson（2007）主张服务营销的消亡（他认为这基本上是基于传统的G-D逻辑），而支持（与S-D逻辑更相关的）服务营销。同样，Edvardsson, Gustafsson, & Roos (2005)认为，"服务"最好被理解为一种观点而不是一种活动。
在他们对S-D逻辑的解释中，Vargo和Lusch（2004，2008）认为，以服务为中心的供应商和客户之间的关系，意味着"价值 "必须由客户定义，并与客户共同创造"使用中的价值"，而不是单纯的被嵌入产出、定义产品或服务属性的概念中（如G-D逻辑所假设的）。Gro¨nroos（2008）支持 "使用中的价值"这一概念，但对谁创造（和共同创造）价值的问题持不同意见；根据Gro¨nroos（2008），只有顾客或用户创造价值。同样，Strandvik, Holmlund, and Edvardsson (2008)指出，供应商必须通过使他们的服务与客户的战略、资源和环境相一致，来参与并促进客户的价值创造。根据Vargo和Lush（2004年，2008年）的说法，基于S-D逻辑的企业本质上是以客户为导向和关系的。S-D逻辑将服务定义为应用"操作性资源"（知识和技能）来做对另一个实体有利的事情（并与之结合），是交换过程的一部分（Vargo & Lusch, 2008）。这些"操作性资源"与其他资源协同作用，创造价值。S-D代表了从静态资源（如工厂和设备）到人力资源（员工、其他价值创造伙伴和客户）的转变。
Vargo and Lusch (2004, 2008) distinguished between G-D logic and S-D logic in business relationships. G-D logic is essentially based on the traditional view that business trans- actions involve the value that is embedded in units of output (usually manufactured goods) through the use of the so-called operand resources (tangible physical resources). In contrast, S-D logic is primarily concerned with the value that is co-created with custo- mers during service interactions through the use of the so-called operant resources(knowledge and skills). However, the distinction between G-D logic and S-D logic is not simply based on the obvious distinction between goods and services; indeed, services can be based on G-D logic as well as on S-D logic. For example, Gummesson (2007) has argued for the demise of services marketing (which he posits as being essentially based on conventional G-D logic) in favour of service marketing (which is more related to S-D logic). In a similar vein, Edvardsson, Gustafsson, & Roos (2005) contended that ‘service’ is better understood as a perspective than as an activity.
In their explanation of S-D logic, Vargo and Lusch (2004, 2008) argued that a service- centred view of the relationship between suppliers and customers implies that ‘value’ must be defined by, and co-created with, customers as ‘value-in-use’ – rather than being embedded in notions of output, defined products, or service attributes (as posited by G-D logic). Gro¨nroos (2008) supported the notion of ‘value-in-use’, but disagreed on the question of who creates (and co-creates) value; according to Gro¨nroos (2008), only the customer or user creates value. In a similar vein, Strandvik, Holmlund, and Edvardsson (2008) stated that providers must participate in, and contribute to, the customer’s value creation by aligning their service to the customer’s strategies, resources, and setting. According to Vargo and Lush (2004, 2008), a business based on S-D logic is essentially customer-oriented and relational. S-D logic defines service as the application of ‘operant resources’ (knowledge and skills) to do something that is beneficial for (and in conjunction with) another entity, as part of an exchange process (Vargo & Lusch, 2008). These ‘operant resources’ are acting in concert with other resources to create value. S-D represents a shift from static resources (such as plants and equipment) to human resources (employees, other value-creation partners, and customers).
从价值到价值观
From value to values
顾客价值的概念并不限于经济价值，还包括道德价值。这种价值包括指导人们和组织的行动的原则、标准、道德和理想。
这些道德价值以不同的方式推动着顾客价值。首先，个体顾客在选择属性（以及这些属性的预期"水平"）时，会以他们自己的规范和信仰为指导，在购买或与商品产生关系时，他们将使用这些属性来评估其他产品、服务、品牌或公司。第二，一个公司的核心价值观为其组织文化提供了基础，而组织文化又决定了组织成员在开展工作和做出决定时表现出的方向和能量。第三，整个社会的基础价值观，并不局限于特定的目标客户群，也对客户的价值认知（以及使用价值）起着决定性的作用。这取决于公司对其企业社会责任的理解是否符合其所在社会的普遍接受的基础价值观。
因此可以说，三类道德价值观（i）个人客户的规范和信仰；（ii）公司的核心价值观和组织文化；以及（iii）社会的基础价值观和企业社会责任期望--都在推动对客户价值和使用价值的认知方面发挥着作用。如果这三类道德价值观之间存在某种"共鸣"，那么客户价值就有可能得到提升。因此，价值观可以被理解为所有利益相关者（包括客户和员工）都关注的定性维度的"基准衡量"标准。此外，应该注意的是，这种"基准衡量"的道德价值观几乎总是比与短暂的市场产品相关的质量属性更稳定和持久，因此这种价值观更有意义。
The notion of ‘customer value’ is not restricted to economic value but also encompasses ethical values. Such values include the principles, standards, ethics, and ideals that guide the actions of people and organisations alike.
These ethical values drive customer value in various ways. First, individual customers are guided by their own norms and beliefs in selecting the attributes (and the expected ‘level’ of these attributes) that they will use to assess alternative products, services, brands, or companies in making purchases or forming relationships. Secondly, a company’s core values provide the basis for its organisational culture, which, in turn, determines the direction and energy demonstrated by organisational members in carrying out their work and making decisions. Thirdly, the foundation values of society in general, which are not restricted to a specific target group of customers, also play a role in deter- mining customers’ value perceptions (and thus value-in-use) – depending on whether the firm’s understanding of its CSR is in accordance with the generally accepted foundation values of the society in which it is operating.
It can thus be argued that three categories of ethical values – (i) individual customers’ norms and beliefs; (ii) a company’s core values and organisational culture; and (iii) society’s foundation values and CSR expectations – all play a role in driving perceptions of customer value and value-in-use. If there is a certain ‘resonance’ among these three types of ethical values, it is likely that customer value will be enhanced. Values can thus be understood as a ‘benchmark measure’ of qualitative dimensions to which all stakeholders (including customers and employees) pay attention. Moreover, it should be noted that such ‘bench- mark’ ethical values are almost invariably more stable and enduring (and thus more signifi- cant) than the quality attributes associated with transitory market offerings.
企业社会责任和可持续发展
CSR and sustainability
尽管近年来"企业社会责任"的概念已经成为许多企业的驱动力，但社会责任的话题在管理和营销文献中已经被讨论了几十年（Berle & Means, 1932）。事实上，Lazer（1969，第3页）在40年前就呼吁对营销概念有更广泛的理解，他认为营销应该超越对利润的短期关注，而是成为"社会控制的工具，将文化从生产者的文化调整为消费者的文化"。
当代对企业社会责任的理解是指公司在与客户和其他利益相关者形成"纽带"时对其社会和环境义务的承诺。在这方面，Waddock (2006)强调了有道德的公司在解决其主要利益相关者--包括其客户、员工、媒体、供应商、股东和投资者--的问题时具有强烈的社会和环境责任感的重要性。随着企业社会责任的增长，道德价值观已经越来越多地被纳入许多公司的核心价值观，以确保长期可持续增长和盈利能力。Vogel（2005a，2005b）将企业社会责任描述为"美德的市场"，他认为在特定情况下，企业社会责任对一些公司来说确实有商业意义，例如，当竞争对手使用不道德的商业方法，以及童工或污染空气或水的生产方法被新闻媒体提出并引起负面报道时，有社会责任感的公司不仅能够改善其形象，客户也可能转向他们。Xueming 和 Bhattacharya（2006）表明，在创新企业的案例中，企业社会责任和利润之间存在着正相关关系。创新型企业，如宜家、星巴克、Body Shop和H&M，都关注企业社会责任问题，并在高层管理团队中有人负责。他们积极寻求新的和创新的方式来使用和组合资源，创造客户价值，同时减少资源的使用。
本文作者不仅认为在短期内可以为企业社会责任提供一个商业案例，而且还认为从长远来看，企业社会责任实际上是可持续企业的一个先决条件。根据这种对可持续性的理解，再加上本文前面讨论的共同创造的客户价值和企业社会责任的概念，一个 "可持续的企业 "可以被理解为：
长期成功的业务建立在共同创造的竞争性客户价值与道德、社会和环境责任的结合上。(Edvardsson & Enquist, 2009, p.39）。
Although the notion of ‘CSR’ has become a driving force in many businesses in recent years, the topic of social responsibility has been discussed in general terms in the manage- ment and marketing literature for decades (Berle & Means, 1932). Indeed, Lazer (1969, p. 3) called for a broader understanding of the marketing concept 40 years ago when he argued that marketing be extended beyond a short-term focus on profit to become ‘an insti- tution of social control instrumental in reorienting a culture from a producer’s to a consu- mer’s culture’.
The contemporary understanding of CSR refers to a company’s commitment to its social and environmental obligations in forming ‘bonds’ with customers and other stake- holders. In this regard, Waddock (2006) emphasised the importance of ethical companies having a strong sense of social and environmental responsibility in addressing the con- cerns of its main stakeholders – including its customers, employees, the media, suppliers, shareholders, and investors. With the growth in CSR, ethical values have increasingly been incorporated into the core values of many companies in their efforts to secure long-term sustainable growth and profitability. Vogel (2005a, 2005b), who described CSR as ‘the market for virtue’, argued that CSR does make business sense for some firms in specific circumstances, e.g. when competitors use unethical business methods, and child labour or production methods that pollute air or water are put forward in news media and cause negative publicity, the social responsible companies may not only improve their image but customers may also switch to them. Xueming and Bhattacharya (2006) showed that there is a positive relationship between CSR and profit in the case of innova- tive firms. Innovative firms such as IKEA, Starbuck, Boby Shop, and H&M all pay atten- tion to CSR issues and someone in the top executive team is responsible. They actively seek new and innovative ways to use and combine resources to create customer value and at the same time use less resources.
The present authors not only contend that a business case can be made for CSR in the short term, but also argue that CSR is actually a prerequisite for a sustainable business in the longer term. Drawing on this understanding of sustainability, together with the notions of co-created customer value and CSR discussed earlier in this article, a ‘sustainable business’ can be understood as:
... a long-term successful business built on co-created competitive customer value combined with ethical, social, and environmental responsibility. (Edvardsson & Enquist, 2009, p. 39).
为了卓越服务的服务系统
Service systems for service excellence
对于可持续的成功和业务的卓越来说，更新是至关重要的。这需要同时促进卓越和创新的服务系统（Rubalcaba, Gallego, & Den Hertog, 2010）。问题是，公司的服务系统和文化是否提供了正确的知识、技能、操作资源、激励、文化、结构和支持，以提供卓越服务。
一些作者认为，卓越服务取决于服务系统的设计和管理的卓越性（Lusch, Vargo, & Tanniru, 2010; Vargo, Maglio, & Akaka, 2008）。在这方面，Maglio, Vargo, Caswell, & Spohrer (2009)认为，服务系统为服务交换（以及由此产生的价值共同创造）提供了基础，因为行为者在社会结构中彼此互动。同样，其他作者也指出，服务系统嵌入在社会系统中，因此这些社会力量和价值观对价值的共同创造产生了重大影响。因为社会因素决定了服务系统如何被使用和理解（Edvardsson, Tronvoll, & Gruber, 2010）。换句话说，服务系统是社会结构。
根据社会建构主义理论（Berger & Luckmann, 1967），人们对社会系统中的社会现实的理解，是他们对其不同的资源、行动者、活动和现象赋予意义的结果。吉登斯（1984）认为，人类行为者是有知识的代理人，他们了解他们在日常生活中所做的事情的后果，并且有改变社会环境的内在能力。在目前的讨论范围内，这包括改变社会/服务系统来共同创造客户价值，引导卓越服务（或服务失败）的能力。
Spohrer等人（2010）认为：服务系统的基础是：1）资源的动态配置；2）合适的实体之间的一套价值共同创造机制；3）任何人在工作或利益相关者角色中对能力-技能-知识的应用；4）对动态外部环境做出反应的适应性内部组织。
动态服务系统的这四个因素如何产生共鸣和支持，决定了是否有卓越服务的基础。
优秀的服务提供商，如新加坡航空公司、丽思卡尔顿酒店、谷歌、悦榕庄、宜家和SAP，都在不同的行业和价值创造背景下，创建并随后得以更新其服务系统，以提供客户所认为的卓越服务。“卓越服务"的概念是指供应商在该领域被认为是优秀的（专业人员和客户都认可），能够提供卓越的服务，从而使客户满意、忠诚和长期盈利。
Renewal is essential for sustainable success and business excellence. This requires service systems that promote both excellence and innovation (Rubalcaba, Gallego, & Den Hertog, 2010). The question is whether the firm’s service system and culture provide the right knowledge, skills, operand resources, incentives, culture, structure, and support to deliver service excellence.
Several authors have argued that service excellence is dependent on excellence in the design and management of service systems (Lusch, Vargo, & Tanniru, 2010; Vargo, Maglio, & Akaka, 2008). In this regard, Maglio, Vargo, Caswell, & Spohrer (2009) have contended that service systems provide the foundation for service exchange (and hence value co-creation) as actors interact with one another within social structures. In a similar vein, other authors have noted that service systems are embedded in social systems and those social forces and values therefore have a significant impact on value co-creation – because social factors determine how service systems are used and under- stood (Edvardsson, Tronvoll, & Gruber, 2010). In other words, service systems are social constructions.
According to social constructionist theory (Berger & Luckmann, 1967), people under- stand the social reality within social systems as a result of the meanings they give to its different resources, actors, activities, and phenomena. Giddens (1984) argued that human actors are knowledgeable agents who understand the consequences of what they do in their everyday lives and have the inherent capacity to change social circumstances. In the context of the present discussion, this includes the capacity to change the social/ service systems to co-create customer value and service excellence (or service failure) occur.
Spohrer et al. (2010) contended that: the foundations of service systems are: 1) a dynamic configuration of resources; 2) a set of value co-creation mechanism between suitable entities; 3) an application of competencies- skills-knowledge by any person(s) in job or stakeholder roles; 4) an adaptive internal organ- isation responding to the dynamic external environment.
How these four factors of dynamic service systems resonate and support one deter- mines whether there is a basis for service excellence.
Excellent service providers such as Singapore Airlines, Ritz Carlton, Google, Banyan Tree, IKEA, and SAP have all created, and subsequently been able to renew, their service systems to deliver excellence as perceived by customers in a variety of different industries and value-creation contexts. The notion of ‘service excellence’ refers to a provider being perceived to be excellent (by both professionals and customers) in the field and capable of delivering excellent services that result in customer delight, loyalty, and long-term profitability.
服务创新
Service innovation
创新的概念是多层面的。服务创新不仅涉及新的服务，而且还需要新的技术、新的组织模式、新的领导形式、新的程序和新的商业模式。此外，这种创新可以是激进的，也可以是渐进的，可以基于功利主义原则，也可以基于经验。产品创新在传统上是基于技术、生产和资源逻辑的，即价值存在于产品属性中，并由公司创造。相比之下，服务创新是基于以客户为中心的S-D逻辑--即价值是与作为资源整合者的客户共同创造的（Baron & Harris，2008）。因此，服务创新不仅是开发新的和 "更好的"资源配置，而且还是如何让这些资源配置为顾客所用，以特定方式与提供者共同创造价值。在许多情况下，这将需要改变客户的角色或现有资源的组合方式。换句话说，挑战在于如何调动现有资源，以创新的方式共同创造价值。在提到"服务创新过程"时，我们认为这包括从产生新想法到实际投放市场（新服务至少在一定程度上被市场接受）的创新服务所涉及的所有不同阶段。这种 "服务创新"可能是指某一特定组织的新服务，或该组织现有服务的进一步发展，甚至是"对世界来说是新的 "服务。换句话说，在使用 "服务创新"这一术语时，本文并不刻意区分增量的创新和激进的创新。
这种服务创新的潜在来源有很多。在这方面，Sundbo（2010，第281页）指出
，服务的复杂特性意味着可以涉及许多行为者和轨迹。这些可能包括(i) 作为创新思想来源的用户；(ii) 作为创新思想来源的员工（作为 "企业企业家"）。(iii) 技术轨迹（新技术和技术供应商）；(iv) 管理轨迹（新的管理理念）；以及(v) 社会的新价值和优先事项。许多服务创新的结果是改变了客户在服务生产中的角色（Edvardsson, Gustafsson, Kristensson, & Witell, 2010a, 2010b）。因此，客户整合作为倾听客户意见并将客户信息转化为创造价值的产品 的一种潜在手段，正受到越来越多的关注（Alam，2002；Edvardsson, Enquist, & Hay, 2006）。
The concept of innovation is multifaceted. A service innovation may not only involve new services, but also require new technology, new organisational models, new forms of lea- dership, new procedures, and new business models. Moreover, such innovations can be radical or incremental, and can be based on utilitarian principles or be experience-based. Product innovations have traditionally been based on technological, production, and resource logic – whereby value resides in product attributes and is created by the company. In contrast, service innovations are based on customer-focused S-D logic – whereby value is co-created with customers who are resource integrators (Baron & Harris, 2008). Service innovation is thus not only about developing new and ‘better’ resource configurations, but also about how such resource configurations can be made available for customers to utilise in specific ways to co-create value with the provider. In many instances, this will require changes in the customer’s role or new combinations of existing resources. In other words, the challenge is to mobilise existing resources to co-create value in innovative ways. In referring to the ‘service innovation process’, we include all of the various phases that are involved in the development of an innovative service from the generation of new ideas to the actual market launch (with at least some acceptance of the new service in the market). Such ‘service innovation’ might refer to new services for a given organisation, or further development of existing services in that organisation, or even services that are ‘new to the world’. In other words, in using the term ‘service innovation’, the present article does not distinguish between incremental innovations and radical innovations.
There are many potential sources of such service innovations. In this regard, Sundbo (2010, p. 281) noted that the complex character of service means that many actors and trajectories can be involved. These can include: (i) users as a source of innovative ideas; (ii) employees as a source of innovative ideas (acting as ‘corporate entrepreneurs’); (iii) technological trajectories (new technology and technology suppliers); (iv) manage- ment trajectories (new management ideas); and (v) new values and priorities in society. Many service innovations have the consequence of changing the role of the customer in service production (Edvardsson, Gustafsson, Kristensson, & Witell, 2010a, 2010b). As a consequence, customer integration is receiving increasing attention as a potential means of listening to the customer and translating customer information into value- creating offerings (Alam, 2002; Edvardsson, Enquist, & Hay, 2006).
05 从案例中获取的经验
Empirical evidence from case studies
案例研究的背景
Background to the case studies
为了在真实的商业环境中进一步了解以价值观为基础的可持续商业服务，我们对那些长期致力于以价值观为基础的卓越服务并在增长和盈利方面取得明显成功的服务公司进行了个案研究。为这些案例研究选择的公司有(i) 宜家；(ii) 星巴克；(iii)H&M；(iv) The Body Shop（美体小铺）。
主要的案例研究涉及宜家。尽管有些人可能会认为宜家是一家产品零售商，而不是一家服务公司，但宜家将自己视为服务提供商——因为该公司的重点不是家具本身，而是"解决现实生活中的问题"，为大多数人的 "美好生活"做出贡献。这显然是一个服务概念，其中实体产品被视为创造客户价值的服务体验的平台。此外，宜家是一家以服务为导向的公司，因为它强调以人们能够承受的价格提供精心设计的优质产品。在这方面，宜家是一家成功的、盈利的公司；事实上，它是这个行业的全球领导者。该公司以强大的服务文化著称，强调公司的核心价值和强烈的企业社会责任感。当许多其他公司更注重股东价值和内部问题的狭隘概念时，宜家却表现出服务客户和更新业务的能力。本案例研究的目的是为了更好地理解道德价值观在形成和指导卓越服务、服务创新和顾客使用价值的战略中的作用。本案例研究表明，宜家的企业价值观不仅决定了该组织的愿景和商业战略，而且还指导了公司领导和员工的态度和行为，以确保为顾客创造价值。
对H&M、星巴克和美体小铺的案例研究也涉及到那些致力于以价值为基础的卓越服务的公司。
近年来，H&M是世界上扩张最迅速的服装零售商之一，并且在未来有巨大的持续增长潜力。该公司目前在30多个国家拥有近2000个零售网点。H&M相信良好的产品质量，并通过严格的质量控制予以保证。此外，该公司致力于生产对环境影响最小的服装产品，并为所有员工提供良好的工作条件。H&M在其供应链和更广泛的环境方面践行企业社会责任。虽然H&M是一家上市公司，但董事会主席和主要所有者是创始人的儿子斯特凡-佩尔森。这种家族血统帮助公司保留了创始人对其客户和环境的责任感。
● H&M通过合格的员工分享其价值观，以确保轻松和愉快的购物体验。该公司还通过广告、互联网和其 "客户俱乐部 "进行沟通。
星巴克是世界上最大的咖啡馆，每周在全球拥有超过4000万顾客。星巴克品牌保障了顾客的满意度，因为它的产品始终是高质量的，而且其咖啡店气氛轻松，邻居们在那里见面并享受星巴克的服务体验。这种体验由三种成分组成。(i)它的咖啡；(ii) 它的人；和(iii)它的咖啡店的环境氛围。所谓的星巴克体验旨在提供一个诱人的和丰富的环境——顾客可以从家庭和工作的压力中寻求休息的绿洲。星巴克一直参考其领导人霍华德-舒尔茨的价值观。
● 星巴克的座右铭是。我们不是在做为人服务的咖啡生意。我们做的是为人服务的生意"。这一信息是由员工传达的，他们被认为是激励顾客回头复购的最重要手段。
美体小铺国际有限公司成立于1976年，是一家全球领先的高品质皮肤和身体护理产品的零售商。该公司在60多个国家拥有2500多家商店，包括欧洲、美国、中东、非洲和亚太地区。作为道德先锋和纯天然美容产品的生产商和营销商，美体小铺被认为是现代社会责任运动的先驱之一。例如，1996年，美体小铺是最早发布"价值观报告"的公司之一。美体小铺的核心品牌形象是它的"有原则的利润"理念，这使该品牌与社会公义议程联系在一起。2006年3月，美体小铺同意了"欧莱雅"6.523亿英镑的收购案。据报道，30年前成立美体小铺的安妮塔和戈登-罗迪克从这次出售中赚了1.3亿英镑。
● 美体小铺以客户为中心的价值观通过广告、宣传、互联网、The Body Shop at HomeTM--家庭聚会体验，以及员工与客户的互动和帮助，直接在他们的商店中传达出来。
本书作者已经对宜家进行了几年的研究。这包括：(i)对文件的广泛研究；(ii)对宜家经理的多次采访；(iii)从媒体、互联网、书籍和宜家的内部材料中收集关于宜家的叙述；(iv)在欧洲、亚洲和北美的宜家商店和服务中心进行个人观察；以及(v) 指导15篇硕士论文和相关主题的现场报告。这项研究活动产生了大量的文章和书籍（Edvardsson & Enquist, 2002; Edvardsson, Enquist, & Johnston, 2005; Edvardsson, Gustafsson, & Enquist, 2005; Edvardsson等人, 2006）。对星巴克、H&M和美体小铺的案例研究（在目前的背景下，主要是作为与大型宜家研究的比较）自2006年以来一直在进行。这些研究还产生了几篇文章和书籍章节（Edvardsson & Enquist, 2009; Edvardsson, Enquist, & Johnston 2010; Enquist, Edvardsson, & Petros Sebhatu, 2007, 2008; Enquist, Sebhatu, & Edvardsson, 2010）。
To gain further insights into values-based service for sustainable business in a real business context, case studies were undertaken of service companies that have demon- strated a long-term commitment to values-based service excellence and obvious success in terms of growth and profitability. The firms selected for these case studies were: (i) IKEA; (ii) Starbucks; (iii) H&M; and (iv) The Body Shop.
The main case study concerned IKEA. Although some might argue that IKEA is a product retailer, rather than a service company, IKEA views itself as a service provider – because the company’s focus is not on the furniture itself but on ‘solutions to real-life pro- blems’ and making a contribution to a ‘better life’ for the majority of people. This is clearly a service concept in which the physical products are perceived as platforms for service experi- ences that create customer value. Moreover, IKEA is a service-oriented company in the sense that it emphasises serving people with well-designed quality products at a price they can afford. In this regard, IKEA is a successful and profitable company; indeed, it is the global leader in its industry. The firm is known for a strong service culture that empha- sises company core values and a strong sense of CSR. IKEA has demonstrated an ability to serve customers and renew its business at a time when many other companies have been more focused on narrow conceptions of shareholder value and internal issues. The aim of this case study was to achieve a better understanding of the role of ethical values in forming and directing a strategy for service excellence, service innovation, and value- in-use for customers. The case study shows that IKEA’s corporate values not only determine the vision and business strategy of the organisation, but also guide the attitudes and beha- viours of the firm’s leaders and employees in ensuring value-in-use for its customers.
The case studies of H&M, Starbucks, and the Body Shop also concerned firms with a commitment to vales-based service excellence.
H&M has been one of the most rapidly expanding clothing retailers in the world in recent years and has great potential for continued growth in the future. The firm now has almost 2000 retail outlets in more than 30 countries. H&M believes in good product quality, which is ensured by rigorous quality controls. In addition, the firm is com- mitted to producing its clothing items with minimal impact on the environment and under good working conditions for all employees. H&M practises CSR with regard to its supply chain and the wider environment. Although H&M is a public company, the chairman of the board and major owner is Stefan Persson, who is the son of the founder. This family lineage has helped the company to retain the founder’s sense of responsibility to its customers and the environment.
●H&M shares its values through qualified employees to ensure an easy and pleasant shopping experience. The company also communicates through advertising, the Internet, and its ‘customer club’.
Starbucks is the biggest coffee house in the world, with more than 40 million customers per week worldwide. The Starbucks brand promises customer satisfaction as a result of a consistently high-quality product and the relaxed atmosphere of its coffee shops where neighbours meet and enjoy the Starbucks’ service experience. This experience con- sists of three ingredients: (i) its coffee; (ii) its people; and (iii) the ambience of its coffee shops. The so-called Starbucks experience aims to offer an inviting and enriching environ- ment – an oasis in which the customer can seek respite from the pressures of home and work. Starbucks has always referred to the values of its leader, Howard Schultz.
●Starbucks’ motto is: ‘We’re not in the coffee business serving people. We are in the people business serving coffee’. This message is communicated by employees, who are seen to be the most important means of inspiring customers to return.
Body Shop International PLC, which was established in 1976, is a leading global retai- ler of high-quality skin and body-care products. The firm has over 2500 stores in over 60 countries, including Europe, USA, Middle East, Africa, and Asia-Pacific region. As a pro- ducer and marketer of ethically sourced and naturally based beauty products, Body Shop is regarded as one of the pioneers of the modern social responsibility movement. For example, in 1996, Body Shop was one of the first companies to publish a ‘values report’. Body Shop’s core brand identity has been its ‘profits-with-a-principle’ philosophy, which has associated the brand with a social-justice agenda. In March 2006, The Body Shop agreed to a £652.3 million takeover by “L’Ore´al”. It was reported that Anita and Gordon Roddick, who set up The Body Shop 30 years previously, made £130 million from the sale.
●Body Shop’s customer-focused values are communicated through advertising, publicity, the Internet, The Body Shop at HomeTM – a home party experience, and directly in their stores as employees interact with and help customers.
The present authors have been studying IKEA for several years. This has involved: (i) extensive study of documents; (ii) multiple interviews with IKEA managers; (iii) collec- tion of narratives about IKEA from the media, the Internet, books, and internal material from IKEA; (iv) personal observations at IKEA stores and service centres in Europe, Asia, and North America; and (v) supervision of 15 masters’ theses and field reports on related subjects. This research activity has resulted in a large number of articles and books (Edvardsson & Enquist, 2002; Edvardsson, Enquist, & Johnston, 2005; Edvardsson, Gustafsson, & Enquist, 2005; Edvardsson et al., 2006). The case studies of Starbucks, H&M, and the Body Shop (which, in the present context, largely serve as comparisons with the larger IKEA study) have been conducted since 2006. These studies have also resulted in several articles and book chapters (Edvardsson & Enquist, 2009; Edvardsson, Enquist, & Johnston 2010; Enquist, Edvardsson, & Petros Sebhatu, 2007, 2008; Enquist, Sebhatu, & Edvardsson, 2010).
06 关于基于价值的服务的调查结果
Findings with regard to values-based service
基于价值的服务:从宜家获得的见解
Values-based service: insights gained from IKEA
从宜家的研究中得到的启示（Edvardsson & Enquist，2009）可以归纳为以下五个方面。(i) 一种新的创业型商业模式；(ii)价值逻辑和价值创造逻辑；(iii)客户的服务体验；(iv)服务品牌和营销传播；以及(v)服务领导力。下面将逐一讨论这些问题。
The insights to be gained from the study of IKEA (Edvardsson & Enquist, 2009) can be summarised in five areas as follows: (i) a new entrepreneurial business model; (ii) the logic of values and the logic of value creation; (iii) service experience for customers; (iv) service brand and marketing communication; and (v) service leadership. Each of these is discussed below.
一种新的创业商业模式
A new entrepreneurial business model
宜家始于瑞典南部斯马兰郡的一个贫穷的农场。企业家英格瓦-坎普拉德从一开始就对现有观念提出了挑战。例如，他认为企业家应首先赚钱，然后再进行消费或投资；他不喜欢依赖银行贷款。宜家最初的重点是具有"功能"、"质量"和"低价"的家具，这些属性（加上后来增加的"良好设计"）仍然是商业模式的核心组成部分，并牢牢地融入了宜家文化。创始人的所谓民主设计的概念为这种文化和商业模式的运作提供了一个很好的例子。
在发展 "民主设计"的概念时，坎普拉德试图解决他自己常常困惑的问题：“为什么精心设计的家具总是那么昂贵？"和"为什么最著名的设计师总是不能将他们的想法传达给大多数人？”坎普拉德指出，精心设计的产品（包括家具产品）似乎只为富人和特权阶层服务；相反，众多钱少的人被排除在外。坎普拉德对这种不尽如人意的情况的反应是，创新并提供一系列设计和功能良好的家居用品，而且价格低到大多数人都能负担得起。这种"民主设计 "的理念自然而然地发展起来了，斯马兰的贫困农业社区是宜家的根基。
“民主设计"的三个方面是形式、功能和低价。关于第三个维度——低价，宜家的设计师总是被要求用设计来降低价格，而不是提高价格。实际上，价格是先"设计"出来的——首先决定大多数人能够支付的价格。然后设计一条生产线来生产满足其他两个方面的家具。为了实现这一目标，设计师在工厂车间与生产人员一起工作，而不是在遥远的城市办公室工作。
“民主设计”的概念是在1995年的米兰设计展上首次宣布的。公众涌向宜家的展览，意大利媒体进行了大量宣传，消费者以前所未有的数量访问宜家的商店，购买"民主设计"的家具。从那时起，"民主设计"的概念就一直是宜家概念的组成部分。因此，很明显，“民主设计”的概念是由以下几个方面共同推动的：（1）社会价值（受益大多数人）；（2）环境价值（符合严格的环境准则）；以及（3）顾客的使用价值。
宜家最初的供应链和商业模式必须来满足斯马兰这个相对贫穷的地区所存在的有限资源。但是，这种资源的匮乏有一个优点，就是刺激了"智能"解决方案的创造。在专注于创新的解决方案时，坎普拉德创造了客户可以自己组装的家具概念。这导致了较低的仓库和分销成本，但它确实需要新的产品生产方式和新的包装（向客户说明如何组装）。实际上，顾客成为宜家解决方案的"共同生产者"，因为一些活动被转移到了顾客身上。这是宜家商业模式的核心，并通过复杂的供应链和对产品和服务的系统性更新得到进一步发展。
IKEA began in a poor farm village in the southern Swedish county of Sma˚land. Entrepre- neur Ingvar Kamprad challenged established views from the beginning. For example, he believed that an entrepreneur should first make money before spending or investing; he disliked being dependent on loans from a bank. IKEA’s original focus was on furniture that had ‘function’, ‘quality’, and ‘low price’, and these attributes (together with the later addition of ‘good design’) remain the core components of the business model that is firmly embedded in the IKEA culture. The founder’s concept of the so-called democratic design provides a good example of this culture and business model in action.
In developing the notion of ‘democratic design’, Kamprad had sought to address his own rhetorical questions: ‘why must well-designed furniture always be so expensive?’ and ‘why do the most famous designers always fail to reach the majority of people with their ideas?’ Kamprad noted that well-designed products (including furniture products) appeared to be only for the rich and privileged; in contrast, the multitude of people with less money were excluded. Kamprad’s response to this unsatisfactory situation was to innovate and offer a wide range of home furnishings of good design and functionality at a price low enough to be affordable to most people. This idea of ‘democratic design’ had its natural genesis in IKEA’s roots in the poor farming commu- nities of Sma˚land.
The three dimensions of ‘democratic design’ are form, functionality, and low price. With respect to the third dimension – low price – IKEA designers are always asked to use design to decrease prices, not increase them. In effect, the price tag is ‘designed’ first – beginning with a decision on what price the majority of people can afford to pay. A production line is then designed to produce furnishings that satisfy the other two dimensions. To achieve this, designers work on the factory floor with production staff, rather than in a prestigious office in a distant city.
The notion of ‘democratic design’ was first proclaimed at the Milan Design Fair of 1995. Members of the public flocked to the IKEA exhibition, the Italian media provided much publicity, and consumers visited IKEA’s stores in unprecedented numbers to buy ‘democratically designed’ furnishings. Since then, the concept of ‘democratic design’ has continued to be integral to the IKEA concept. It is thus apparent that the notion of ‘democratic design’ was driven by a combination of (i) social values (reaching out to the majority of people); (ii) environmental values (in accordance with strict environmental guidelines); and (iii) customer value-in-use.
The original supply chain and business model of IKEA had to cope with the limited resources that existed in the relatively poor district of Sma˚land. But this lack of resources had the virtue of stimulating the creation of ‘smart’ solutions. In focusing on innovative solutions, Kamprad created the concept of furniture that customers could put together themselves. This resulted in lower warehouse and distribution costs, but it did require new ways of producing the products and new packaging (with instructions to the custo- mers on how to assemble it). In effect, the customers became ‘co-producers’ of the IKEA solutions as some of the activities were transferred to the customers. This is the core of the IKEA business model, which has been further developed by a sophisticated supply chain and a systematic renewal of products and service offerings.
价值逻辑和价值观逻辑
The logic of values and the logic of value
根据传统观点，价值在价值链中被定义和创造，并在产品开发和生产过程中被纳入产品中。与此相反，宜家所采用的新兴观点是，价值是与顾客共同创造的，并根据使用价值和由此产生的顾客体验进行评估。在宜家，这种价值逻辑的概念（价值指顾客根据设计和功能如何为问题提供解决方案来评估质量）与价值观逻辑相结合（价值观指特别关注在顾客购买决定中越来越重要的道德、社会和环境价值）。消费者对环境、社会和道德问题的认识不断提高，这使得企业社会责任成为企业发展的推动力。宜家对企业社会责任的承诺是其对各利益相关方（包括顾客、同事和供应商）更广泛承诺的一部分。宜家的社会和环境政策植根于公司的核心价值观。以下是在印度开展的防止剥削儿童劳动的企业社会责任活动的例子，说明了价值观如何推动宜家的价值发展。2000年，宜家家居与联合国儿童基金会在印度携手合作，帮助减缓和消除"地毯地带"的童工现象。印度北方邦的儿童权利项目现已发展到覆盖100多万人口的规模，其中近35%是14岁以下的儿童，大多生活在北方邦东部的500个村庄。因此，500个村庄的80,000多名儿童被录取。他们以前是失学儿童，但现在可以上小学了。宜家家居和联合国儿童基金会将在未来几年继续开展该项目，有计划地增加村庄，以使该地区的数百万人受益。自助战略也提高了妇女在家庭和社会中的经济和社会地位，并增强了她们的自信心和决策能力。通过教育和小额贷款提供的经济机会，妇女及其家庭已经摆脱了债务的恶性循环，从童工和当地放贷者的剥削性利率中解放出来。因此，宜家与联合国儿童基金会的合作使该公司在实现其商业目标的同时支持儿童和妇女，增加他们的学习和发展机会。虽然这不能用公司的财务 "底线"来量化，但宜家的行动在人们心中建立了可信任的形象——这是它所接触的社区的宝贵财富（Edvardsson & Co.Enquist，2009；Enquist等人，2007）。
According to the traditional view, value is defined and created in the value chain and incor- porated into products during product development and production. In contrast, the emer- ging view, as adopted by IKEA, is that value is co-created with customers and assessed on the basis of value-in-use and the resulting customer experiences. This conception of the logic of value (whereby customers assess quality in terms of how design and function provide solutions to problems) is combined at IKEA with logic of values (whereby special attention is paid to the ethical, social, and environmental values that are increas- ingly playing a prominent role in customers’ decisions to buy). Consumers have an increasing awareness of environmental, social, and ethical issues, which has resulted in CSR becoming a driving force in business development. IKEA’s commitment to CSR is part of its wider commitment to its various stakeholders (including customers, co-workers, and suppliers). The social and environmental policies of IKEA are rooted in the core values of the company. The following example of a CSR initiative in India to prevent the exploitation of children as labour illustrates how values drive value at IKEA. In 2000, IKEA joined forces with UNICEF in India to help prevent and eliminate child labour in ‘the carpet belt’. The child rights project in Uttar Pradesh has now grown to cover a population of more than a million, of whom nearly 35% are children under the age of 14, living in 500 villages across eastern Uttar Pradesh. As a result more than 80,000 children in 500 villages are enrolled. They were previously out of school, but can now attend primary school. IKEA and UNICEF will continue the project in the coming years, adding on villages in a planned manner to reach millions more in the region. The self-help strategy has also boosted the economic and social status of women within their families and the wider com- munity, as well as enhancing their self-confidence and decision-making abilities. Through education and the economic opportunity provided by micro-loans, women and their families have broken out of the vicious circle of debt, liberating them from child labour and the exploitative interest rates of local moneylenders. IKEA’s partnership with UNICEF has thus enabled the company to achieve its business objectives while supporting children and women and enhancing their opportunities for learning and development. Although it cannot be quantified on the firm’s financial ‘bottom line’, IKEA’s actions have built trust – which is an invaluable asset within the communities it touches (Edvardsson &
Enquist, 2009; Enquist et al., 2007).
客户服务体验
Service experience for customers
除了购买后的使用价值外，宜家还通过在购买前的顾客体验中共同创造个性化的解决方案，为顾客提供价值。这同时降低了顾客的风险，增强了顾客的想象力和与公司互动的可能性。体验室"支持顾客作为价值的共同创造者的角色（通过使解决方案定制化和"有形化"），并促进公司对其企业价值的传播。在这方面，宜家的展厅可以被看作是"体验室"，顾客在购买前可以获得"真实"的体验。体验室将功能与情感投入相结合，创造出良好的顾客体验。
Apart from value-in-use after the purchase, IKEA also provides value for its customers through the co-creation of individualised solutions during pre-purchase customer experi- ences. This simultaneously reduces risk for the customer and enhances customer imagin- ation and interaction with the organisation. An ‘experience room’ supports customers in their role as co-creators of value (by making the solutions customised and ‘tangible’), as well as facilitating the company’s communication of its corporate values. In this regard, the IKEA showrooms can be seen as ‘experience rooms’, in which customers receive a ‘real’ experience before purchase. The experience rooms combine functionality with emotional involvement to create a favourable customer experience.
服务品牌与营销传播
Service brand and marketing communication
以价值观为基础的品牌战略要想取得成功，有三个基本要素——愿景、文化和形象——必须保持一致。在宜家的营销中，顾客的使用价值对于宜家的营销战略来说主要是工具性的，通过目录、网站和商店陈列室进行传播。然而，在宜家的营销战略中，还有超越工具层面的沟通，即宜家讲述了一个可持续的企业"故事"，其中愿景、文化和形象在成功的品牌战略中相互补充。总的来说，宜家的愿景、商业理念和市场定位为品牌建设提供了一个框架，并被用于整个公司的全球营销传播。该品牌体现并表达了当顾客在家中体验到现实问题的解决方案时，其价值也随之增加。
为了确保可持续的商业成功，公司需要专注于一些对客户、员工和其他利益相关者有吸引力的基本价值观。特别是，公司的价值观和顾客的价值观实现所谓的价值观共鸣是至关重要的。宜家的品牌是建立在与成本意识、设计、非传统性和环境意识等价值观的关联上。
在进入日本市场时，宜家在共同创造价值方面强调了社会价值，这也证明了它的营销传播方法。由于在日本家庭中，妇女在购买室内装饰品的决策中具有重要的影响力，宜家在日本推出其概念时将重点放在女性顾客身上。宜家的广告活动使用了这样的口号。“家是世界上最重要的地方"；"你今天看到你的孩子了吗？"；以及"今天呆在家里！"。这些广告在日本颇具争议；事实上，一家铁路公司拒绝在广告牌上使用这些广告，理由是这些广告信息鼓励人们留在家里工作。然而，该广告活动确实达到了其目的，即传达了宜家计划改变日本家具市场现状的信息。宜家还在其商店里开设了一个儿童日托中心，以方便有孩子的妇女在宜家工作。其理由是帮助有孩子的妇女能够重新开始工作生活，这在日本是很难实现的，因为政府的儿童日托计划相当薄弱。为了确保日本人理解宜家的概念，该公司组织了展示"紧凑生活"的展览。这涉及到在城市周围放置各种"盒子"，以展示使用宜家家具可以在日本的小公寓中实现什么。2006年，宜家在日本开设第一家商店之前，进行了大量的市场调查和精心准备。
最后，在讨论宜家的服务品牌和营销传播方法时，我们应该注意到，公司认识到培训、授权和奖励领导和员工的重要性，使他们在与他人、顾客、供应商、其他合作伙伴、媒体和业主的互动中"活出宜家品牌"。同事和领导在日常工作中、在职培训中以及通过解释所谓"宜家方式"的教育课程来学习如何 "活出宜家品牌"。
Three essential elements – vision, culture, and image – must be aligned if a values-based brand strategy is to be successful. In IKEA’s marketing, value-in-use for customers is
primarily of an instrumental nature, as communicated through the catalogue, the website, and the store showrooms. However, in IKEA’s marketing strategy, there is also communi- cation beyond the instrumental level, whereby IKEA narrates a sustainable corporate ‘story’ in which vision, culture, and image complement one another in a successful brand- ing strategy. Taken together, IKEA’s vision, business idea, and market positioning provide a framework for brand-building that is used in the entire firm’s marketing communication worldwide. The brand embodies and expresses values that add value when customers experience solutions to real-life problems at home.
To ensure sustainable business success, a company needs to focus on a few basic values that are attractive to customers, employees, and other stakeholders. In particular, it is essential that the company’s values and those of the customers achieve the so-called values resonance. The IKEA brand is built on associations with values such as cost-consciousness, design, unconventionality, and environmental awareness.
IKEA also demonstrated its approach to marketing communication when it empha- sised social values in the co-creation of value when entering the Japanese market. Because women have significant influence in making decisions about the purchase of interior decoration in Japanese households, IKEA focused on female customers when launching its concept in Japan. The IKEA advertising campaign used such slogans as: ‘The home is the most important place in the world’; ‘Have you seen your kids today?’; and ‘Stay home today!’. These advertisements were rather controversial in Japan; indeed, one railway company refused to use the advertisements on billboards on the grounds that the advertising message encouraged people to stay home from work. However, the advertising campaign did achieve its purpose in communicating the message that IKEA planned to change the status quo in the Japanese furniture market. IKEA also opened a children’s day-care centre at its store to make it easier for women with children to work at IKEA. The rationale was to assist women who had children to be able to get back into working life, which can be difficult to achieve in Japan because the government’s scheme for children’s day care is rather weak. To ensure that Japanese people understood the IKEA concept, the company organised exhibitions to showcase ‘compact living’. This involved the placement of various ‘boxes’ around cities to demon- strate what can be achieved in a small Japanese apartment with IKEA furniture. IKEA undertook a great deal of market research and careful preparation before opening its first store in Japan in 2006.
Finally, in discussing IKEA’s approach to service brand and marketing communi- cation, it should be noted that the company recognises the importance of training, empow- ering, and rewarding leaders and co-workers to ‘live the brand’ in their interactions with one another, customers, suppliers, other partners, the media, and owners. ‘Living the IKEA brand’ is learnt by co-workers and leaders in their day-to-day work, in on-the-job training, and through educational programs that explain the so-called ‘IKEA way’.
服务领导力
Service leadership
宜家创造了一种建立在真实领导力和知识共享基础上的强大文化。公司的大部分领导人都是在公司内部发现、培养和晋升的。在宜家网络中，组织的价值观和技能是通过知识共享和真实的领导力来培养的。领导人的晋升是基于他们的个人价值、技能、潜力以及他们目前的表现。领导和同事之间共享宜家的价值观，确保公司内部的价值观共鸣，为企业的可持续发展提供能量和方向。宜家家居的价值观因此被植入到宜家的工作环境中，知识共享的理念已经深入人心，并促进了知识的跨界共享（Edvardsson & Enquist，2009）。
宜家家居信任其领导、同事和顾客，并强调他们参与的重要性。信任是开放性、创造性和参与性的先决条件。它是由高层通过真实的领导力、参与、责任和授权建立的。在宜家看来，当同事和领导成长时，企业也在成长。在宜家网络中，逆向知识流动和横向知识流动确保新的智能解决方案成为现实，并对全球概念产生影响。
IKEA has created a strong culture built on authentic leadership and knowledge sharing. Most of the firm’s leaders are identified, developed, and promoted from within the organ- isation. Within the IKEA network, the values and skills of the organisation are cultivated by shared knowledge and authentic leadership. Leaders are promoted on the basis of their personal values, skills, potential, and what they have delivered so far. The sharing of IKEA values among leaders and co-workers ensures that values resonance within the firm provides energy and direction for sustainable business development. The IKEA values are thus embedded in the work environment at IKEA and facilitate knowledge sharing across borders (Edvardsson & Enquist, 2009).
IKEA trusts its leaders, co-workers, and customers and emphasises the importance of their involvement. Trust is a pre-requisite for openness, creativity, and involvement. It is built from the top through authentic leadership, involvement, responsibility, and empow- erment. In IKEA’s view, when co-workers and leaders grow, the business is growing. In the IKEA network, reverse knowledge flows and lateral knowledge flows ensure that new smart solutions become a reality and have an influence on the global concept.
07 基于价值的服务:与星巴克、H&M和美体小铺的比较
Values-based service: comparisons with Starbucks, H&M, and Body Shop
如上所述，除了从宜家的主要案例研究中获得的见解外，本作者还研究了其他几家可以被描述为创新的 "基于价值观"的服务提供商的公司。从这些其他案例研究（星巴克、H&M和BodyShop）中获得的见解可以在相同的论述结构下与从宜家案例研究中获得的见解进行比较。
As noted above, in addition to the insights gained from the major case study of IKEA, the present authors also studied several other firms that could be described as innovative ‘values-based’ service providers. The insights gained from these other case studies (of Starbucks, H&M, and Body Shop) can be compared with those gained from the IKEA case study under the same subheadings.
一种新的创业商业模式
A new entrepreneurial business model
这四家案例研究公司都是由精力充沛的企业家创立的。宜家的Kamprad；星巴克的Schultz；H&M的Persson；以及Body Shop的Roddick。所有这些企业家都在其不同的消费行业中进行了创新。他们在自己的公司中建立了独特的商业模式，并且通过在整个组织中传播企业家的价值观，这些模式在几十年中得到了保留和发展。
所有这四家公司都有一个未来成功的商业模式，其基础是：（1）各种形式的"三重底线"（TBL）思维（指在公司的"底线"中考虑到社会和环境问题以及财务问题）；（2）在有吸引力的商店提供有吸引力的产品；以及（3）由社会和环境责任以及良好公民要求管理的强大供应商链。此外，他们还有基于可持续资源投资的增长战略——宜家在节能和管理社会和环境责任方面；星巴克在回收和社区发展方面；H&M在环保产品方面；以及Body Shop在可持续性产品方面。这四家公司都有很强的企业价值观，并明确专注于在广泛的国际目标市场上为客户提供服务。
All four of these case-study companies were founded by energetic entrepreneurs: Kamprad at IKEA; Schultz at Starbucks; Persson at H&M; and Roddick at the Body Shop. All of these entrepreneurs have been innovative in their various consumer industries. They have built distinctive business models in their companies, and these have been retained and developed over decades through the dissemination of the entrepreneur’s values throughout their organisations.
All four companies also have a business model for future success based on: (i) various forms of the so-called ‘triple bottom line’ (TBL) thinking (which refers to taking account of social and environmental issues, as well as financial issues in a firm’s ‘bottom line’); (ii) attractive offerings in attractive stores; and (iii) strong supplier chains governed by social and environmental responsibility and the requirements of good citizenship. In addition, they have growth strategies based on investment in sustainable resources – IKEA in energy conservation and managing social and environmental responsibility; Starbucks in recycling and community development; H&M in environmentally friendly products; and the Body Shop in sustainable products. All four companies have strong corporate values and a clear focus on serving customers in a broad international target market.
价值逻辑和价值创造逻辑
The logic of values and the logic of value creation
根据价值创造的逻辑，所有四家公司都对服务产品的设计和开发进行了控制，并利用价值链上的供应商来控制价格、时间和质量。此外，在这四家公司中，价值创造的逻辑是由（道德）价值的逻辑驱动的。所有公司在物流、商店和生产方面都采取了TBL的观点，并且都有自己的行为准则，以确保其社会、环境和质量标准得到保证。他们还试图让他们的供应商建立积极的授权关系，为供应商本身创造价值。
In accordance with the logic of value creation, all four companies exert control over the design and development of the service offering and use suppliers in the value chain to control price, time, and quality. Moreover, in all four companies, the logic of value creation is driven by the logic of (ethical) values. All take a TBL perspective with respect to logistics, stores, and production, and all have their own code of conduct to ensure that their social, environmental, and quality standards are maintained. They also attempt to engage their sup- pliers in positive empowering relationships that create value for the suppliers themselves.
客户服务体验
Service experience for customers
所研究的零售商都以服务顾客为重点，并制定了与顾客共同创造价值的管理政策和制度。宜家家居的政策促进了顾客在商店陈列室（'体验室'）的停留时间。对于星巴克来说，他们的顾客导向政策被描述为促进"星巴克体验"。H&M提倡购物是一种轻松和愉快的体验。美体小铺的目标是在他们的商店和家里为顾客提供愉快的体验。在所有四个案例中，以顾客为导向的政策都旨在促进有利的服务体验。
The studied retailers have a focus on serving customers and have developed management policies and systems with regard to the co-creation of value with customers. The IKEApolicy promotes customer placement in store showrooms (‘experience rooms’). For Starbucks, their customer-oriented policy is described as promotion of the ‘Starbucks experience’. H&M promotes shopping as an easy and pleasant experience. The Body Shop aims for an enjoyable customer experience in their shops and at home. In all four cases, customer-oriented policies aim to promote favourable service experiences.
服务品牌和营销传播
Service brand and marketing communication
所有的案例公司都有著名的基于价值观的全球服务品牌。然而，他们在营销传播中并没有大张旗鼓地宣扬自己的企业社会责任。所有的品牌都是按照企业对环境和社会责任的观点来定位的。这些公司确保他们的品牌得到与他们有业务往来的社区的支持，确保他们的供应商得到授权，并确保他们参与一系列的环境和社会活动。
All case companies have well-known values-based global service brands. However, they do not explicitly use CSR in their market communication. All of the brands are positioned in accordance with the firms’ views on environmental and social responsibility. The firms ensure that their brands are supported by the communities with whom they do business, that their suppliers are empowered, and that they engage with a range of environmental and social initiatives.
服务领导力
Service leadership
在这四家公司中，员工的知识和 "动力"对于发展强大的企业文化，即 "活出品牌"和分享企业价值观具有根本性的重要性。在宜家，员工被称为 "同事"；星巴克称"伙伴"；H&M使用 "同事 "一词；而美体小铺则谈论 "我们的员工"。所有的服务领导都被期望作为榜样。判断领导力表现的标准是操作技能、与他人的合作、以及分享价值和意义。所有这四家公司都注重对领导力表现的投资，并将个人领导和员工的发展作为公司成功的关键战略来关注。所有公司也都在寻求来自不同背景的领导人，以创造一个多文化的就业环境，反映他们现在和潜在客户的多样性。此外，就业中的性别平等也是所有公司的一个目标。
In all four companies, the knowledge and ‘drive’ of employees are of fundamental impor- tance in developing a strong corporate culture with regard to ‘living the brand’ and sharing corporate values. Within IKEA, employees are referred to as ‘co-workers’; Starbucks refers to ‘partners’; H&M uses the term ‘colleagues’; and the Body Shop talks about ‘our people’. All service leaders are expected to act as role models. Leadership performance is judged in terms of operational skills, cooperation with others, and sharing values and meanings. All four companies focus on investing in leadership performance and focus on the development of individual leaders and employees as a key strategy for company success. All firms are also seeking leaders from diverse backgrounds to create a multicul- tural employment environment reflecting the diversity among their present and potential
customers. Gender equality in employment is also a goal of all companies.
08 关于基于价值的服务的调查结果
Findings with regard to values-based service
服务创新：来自宜家的经验
Service innovation: insights gained from IKEA
多年来，宜家所面临的环境问题已从对公司声誉的威胁转变为一个机会，即凭借公司对日常业务的愿景，积极主动地通过应对社会和环境问题，实现真正的长期可持续性发展。宜家家居服务文化的规范和价值观在某种层面上是对可能和不可能的规范，在更高的层面上来看，是每个同事和经理的精神力量和发展方向的来源。换言之，宜家的企业文化为组织的各个层面提供了行动指南。
宜家可以被理解为一个由共同价值和意义组成的利益相关者价值网络。利益相关者之间的互动是产生宜家服务文化的社会结构。宜家基于价值观的文化促进了工作协调、战略实施、质量控制和价格控制的S-D逻辑，旨在为顾客创造价值（Edvardsson & Enquist, 2009）。
宜家的成功是建立在这些在社会构建的服务系统中的卓越和创新过程之上的。特别是，公司对创新管理的承诺使宜家能够将社会和环境问题视为产生智能解决方案的正向动力，而不是负担和成本。这方面最突出的例子是宜家提出了一个聪明的解决方案，即宜家的"扁平包装"未组装的家具的想法，顾客将其组装起来，从而成为解决方案的共同生产者（Edv ardsson & Enquist, 2002; Normann, 2001）。这显然不是一个"高科技"的创新；相反，它促使了供应商、同事和客户之间资源整合的创新。
了解顾客并与之互动是宜家创新管理的其他重要方面。宜家在一个新的国家开展业务之前进行了广泛的研究，这不仅体现在产品系列上，也体现在商场里的体验室上。在中国，厨房和房间的大小被调整为反映中国家庭的大小。此外，宜家的"自己动手"（DYI）文化也得到了调整，以使其更贴近中国顾客，因为他们没有自己动手组装家具的传统。由于中国顾客期望从当地的家具经销商那里得到良好的个人服务，宜家招聘了专门的工作人员，在店内向顾客解释DYI概念。此外，宜家还设立了送货和组装服务，以满足那些坚持不愿意自己组装家具的顾客的需求。
创新服务生产的另一个例子是宜家的被叫做厨房规划师的想法，它使顾客在购买前可以"预体验"厨房。厨房规划器"允许顾客建立不同的厨房模型，以符合其家庭厨房空间的尺寸，然后在虚拟环境中测试这些模型。这种"超真实"的体验（Edvardsson等人，2005）是宜家可持续服务创新的一个重要方面（Edvard sson, Enquist, & Johnston, 2005；Edvardsson, Enquist, & Johnston, 2010）。
The environmental problems faced by IKEA over the years have been transformed in numerous small steps from a threat to the company’s reputation to an opportunity to use social and environmental issues in a proactive manner by virtue of the company’s vision of everyday business contributing to genuine long-term sustainability. The norms and values of the service culture of IKEA have been, at one level, regulators of what is possible and not possible and, at a higher level, have acted as a source of energy and direc- tion for every co-worker and manager. In other words, the IKEA corporate culture provides guidelines for action at all levels of the organisation.
IKEA can be understood as a stakeholder value network of shared values and mean- ings. The interactions among stakeholders are social constructs that produce the IKEA service culture. The values-based culture in IKEA facilitates work coordination, strategy implementation, quality control, and price control in a S-D logic that aims to create value for customers (Edvardsson & Enquist, 2009).
IKEA’s success is founded on these processes of excellence and innovation in socially constructed service systems. In particular, the company’s commitment to innovation man- agement enables IKEA to view social and environmental issues as a challenge to produce smart solutions, rather than as burdens and costs. The most prominent example of such a smart solution is IKEA’s idea of ‘flat packs’ of unassembled furniture, which the customer puts together, thus becoming a co-producer of the solution (Edvardsson & Enquist, 2002; Normann, 2001). This is clearly not a ‘high-tech’ innovation; rather, it represents an innovation in resource integration among suppliers, co-workers, and customers.
Understanding and interacting with their customers are other important aspects of IKEA’s innovation management. The extensive research that IKEA carries out before launching in a new country is not only reflected in the product range but also in the experi- ence rooms that are located in the stores. In China, the size of kitchens and rooms were adjusted to mirror those in Chinese homes. In addition, the ‘do-it-yourself’ (DYI) culture of IKEA has been adjusted to align it more closely with Chinese customers, who do not have a tradition of DYI furniture assembly. Because Chinese customers expect good personal service from local furniture dealers, IKEA recruited special staff to explain the DYI concept to customers in the store. In addition, a delivery-and-assembly service was established to cater for customers who insisted that they did not want to assemble their furniture by themselves.
Another example of innovative service production was IKEA’s idea of a so-called kitchen planner, which enables a customer to ‘test-drive’ a kitchen before purchase. The ‘kitchen planner’ allows a customer to build different models of a kitchen that fits the measurements of their home kitchen space, and then test these models in a virtual environment. Such a ‘hyper-real’ experience (Edvardsson et al., 2005) is an important aspect of IKEA’s sustainable service innovation (Edvardsson, Enquist, & Johnston, 2005; Edvardsson, Enquist, & Johnston, 2010).
服务创新：与星巴克、H&M和美体小铺的比较
Service innovation: comparisons with Starbucks, H&M, and Body Shop
星巴克、H&M和Body Shop的服务创新过程与宜家相似；特别是，这些公司的服务创新是基于每个公司的利益相关者价值网络的共同价值和共同意义。
就星巴克而言，服务创新旨在创造个性化的顾客体验，刺激业务增长，创造利润，激发员工的活力，并确保顾客的忠诚度。星巴克的创新过程是由公司的原始价值驱动的，即把卓越服务和创新与社区和环境价值结合起来（Edvardsson & Enquist，2009；Enquist等，2010）。
H&M是一家以价值观为基础的公司，对其所有利益相关者（包括股东、客户、员工、供应商和战略伙伴）都有强烈的承诺。H&M的创新战略坚定地建立在以大多数人都能承受的价格设计、生产和销售服装的愿望之上。H&M是在服装行业推行垂直整合战略的先驱，尤其是它的分销网络。该公司已经改变了其企业社会责任的重点，通过生产所有对环境影响最小的服装，集中关注环境问题。H&M以全球一体化的方式扩展其业务，据此，责任、权力和控制系统被广泛地协调和下放，以刺激整个服务系统的卓越和创新（ Edvardsson & Enquist，2009；Enquist等，2010）。
美体小铺一直将其品牌与社会正义议程联系在一起。它的创新战略是基于不使用动物试验开发其所有化妆品的原则。该公司还专注于道德消费和社会问题。它对这些企业价值观的遵守，为品牌提供了基本的特征。美体小铺已经成为其他公司的榜样，它致力于卓越的服务和基于 "真实价值 "的创新（Edvardsson & Enquist, 2009）。
Starbucks, H&M, and the Body Shop follow similar service-innovation processes to those of IKEA; in particular, service innovation in these firms is based on the shared values and shared meanings of each firm’s stakeholder value network.
In the case of Starbucks, service innovation seeks to create personalised customer experiences, stimulate business growth, generate profits, energise employees, and secure customer loyalty. Starbucks innovation processes are driven by the original values of the firm in combining service excellence and innovation with community and environ- mental values (Edvardsson & Enquist, 2009; Enquist et al., 2010)
H&M is a values-based company with a strong commitment to all its stakeholders – including shareholders, customers, employees, suppliers, and strategic partners. H&M’s innovation strategy is firmly based on a desire to design, produce, and distribute clothes at a price that is affordable to the majority of people. H&M was a pioneer in pursuing a strategy of vertical integration in the clothing industry with its distribution network. The firm has changed its CSR focus to concentrate on environmental issues by producing all its garments with lowest possible environmental impact. H&M expands its business in a globally integrated fashion, whereby responsibility, authority, and control systems are extensively coordinated and delegated to stimulate excellence and innovation in the whole service system (Edvardsson & Enquist, 2009; Enquist et al., 2010).
Body Shop has always associated its brand with a social-justice agenda. Its innovation strategy is based on the principle of developing all its cosmetics without using animal testing. The company also has a focus on ethical consumption and social issues. Its com- mitment to these corporate values has provided the brand’s essential identity. Body Shop has become a role model for other firms in terms of its commitment to service excellence and innovations based on ‘real values’ (Edvardsson & Enquist, 2009).
09 研究的贡献
Research contribution
卓越服务、创新和可持续发展的新框架
A new framework of service excellence, innovation, and sustainability
正如本文所言，可持续性和企业社会责任是"全球一体化企业"中卓越服务和服务创新的关键驱动力（Edvardsson & Enquist 2009；Hart，2007；Nidumolu等人，2009；Palmisano，2006）。在这方面，Nidum olu等人（2009年）提出了可持续发展的五个阶段：（i）将合规视为创新的机会；（ii）使价值链可持续；（iii）设计创新和可持续的产品和服务；（iv）开发新的商业模式；以及（v）创建一个"下一个实践平台"。显然，这四家案例公司已经通过了其中的前四个阶段。然而，他们的持续成功取决于对其基于价值观的服务系统的持续更新，以实现卓越和创新。本文作者的卓越服务和创新的商业模式（SEIB模式）可以作为卓越服务、创新和可持续发展的最后阶段（创建 "下一个实践平台"）来使用。
SEIB模式建立在以下基础上：(i) 核心挑战；(ii) 所需的能力；和(iii) 创新机会，下面将分别讨论这些问题。
As this article has argued, sustainability and CSR are the key drivers of service excellence and service innovation in a ‘globally integrated enterprise’ (Edvardsson & Enquist 2009; Hart, 2007; Nidumolu et al., 2009; Palmisano, 2006). In this regard, Nidumolu et al. (2009) suggested a five-stage process for sustainability: (i) viewing compliance as an opportunity for innovation; (ii) making value chains sustainable; (iii) designing innovative and sustain- able products and services; (iv) developing new business models; and (v) creating a ‘next practice platform’. It is apparent that the four case companies have passed the first four of these stages. However, their continuing success is dependent on continuous renewal of their values-based service systems for excellence and innovation. The present authors’ business model of service excellence and innovation – known as the SEIB model – can be utilised as the final stage (creating a ‘next practice platform’) for service excellence, innovation, and sustainability.
The SEIB model is built upon: (i) a central challenge; (ii) required competencies; and (iii) innovation opportunities. Each of these is discussed below.
核心挑战
Central challenge
核心的挑战是创造和管理资源配置，使客户在价值共同创造和服务交换中得到支持和指导。这不仅需要对操作方和操作性资源进行适当的配置，还需要在公司的规范和价值观、客户的价值观以及更广泛的社会基础价值观之间达成共鸣。为了取得成功，企业必须认识到，动态服务系统是嵌入在社会系统中的，在这个系统中，道德价值观被用来构建价值共同创造的过程和由此产生的客户体验。
The central challenge is to create and manage resource configurations that enable, support, and direct customers in value co-creation and service exchange. This requires not only an appropriate configuration of operand and operant resources but also a resonance among the company’s norms and values, the customer’s values, and the wider society’s foundational values. To be successful, firms must recognise that dynamic service systems are embedded in social systems in which ethical values are used to construct value co-creation processes and the resulting customer experiences.
所需的能力
Required competencie
作为构成"价值共同创造利益相关者"的员工、客户和其他行动者应该拥有正确的知识、技能、动机和能量来创造卓越服务。这必须建立在"TBL"的角度上，超越迄今为止主导服务研究（包括S-D逻辑）的、狭隘的、基于资源的观点，适当考虑社会和环境的需要。
The employees, customers, and other actors who constitute the ‘value co-creation stake- holders’ should possess the right knowledge, skills, motivation, and energy to produce service excellence. This must be based on a ‘TBL’ perspective that takes proper account of social and environmental imperatives beyond the narrow resource-based view that has thus far dominated service research (including S-D logic).
创新机会
Innovation opportunities
通过采用可持续发展逻辑的观点，结合对价值共鸣的重要性的认识，可以开发出通过服务创造价值的新的和更好的方法。宜家和本文讨论的其他企业都认识到了这一点，因此能够在其基于价值观的商业模式中有效地识别和管理创新。这些企业的创新管理的特点是：
● 业务平台（如基于实体和网络的体验室），促进其客户的服务体验；
● 基于客户、公司和更广泛的社会的规范和道德价值之间的价值共鸣的服务品牌和营销沟通；
● 在领导和员工之间分享企业价值观，为卓越和可持续业务发展提供能量和方向。
New and better ways to create value through service can be developed by adopting a SD-logic perspective in combination with a recognition of the importance of values reson- ance. IKEA and the other firms considered in this article have recognised this and have thus been able to identify and manage innovation effectively within their values-based business models. The innovation management of these firms has been characterised by:
●business platforms (such as physical and web-based experience rooms) that facilitate their customers’ service experiences;
●service brand and marketing communication based on values resonance among the norms and ethical values of customers, the company, and the wider society; and
●sharing of corporate values among leaders and employees to provide energy and direction for excellence and sustainable business development.
管理启示
Managerial implications
所有被研究的公司都有完善的更新和创新重构的过程，符合他们的企业价值观。这些公司的商业模式和公司文化并不是一成不变的，而是随着时间的推移在价值共同创造的经验中逐步发展，从而走向卓越（Normann，2001）。所研究的公司的首要方向是真正致力于以新的和创新的方式长期为客户创造价值。卓越的顾客价值是建立在积极的服务体验、强大的品牌和动态的营销沟通之上的。对于提供服务的企业的管理者来说，这种模式是卓越服务和商业成功的基础。这需要贴近客户，了解他们的要求，并提供符合他们价值观和生活方式的解决方案。如果一个公司希望保持以客户为中心，通过各种方式向客户学习（并与客户一起学习）是至关重要的。
企业的社会和环境责任已被证明是有利可图的——无论从短期还是长期来看。利用实物产品作为服务和客户体验的平台的创新服务概念可以创造使用价值。价值观的逻辑和价值创造的逻辑是协同的、可盈利的和可持续的。
All the studied companies have well-developed processes for renewal and innovative reconfiguration in accordance with their corporate values. The business model and company culture of the firms have not been static, but have evolved towards excellence by gradual development in their experience of value co-creation over time (Normann, 2001). The overriding orientation of the studied companies has been a genuine commitment to the creation of value for customers in new and innovative ways over time. Superior cus- tomer value has been based on positive service experiences, a strong brand, and dynamic marketing communication. The implication for managers of service-providing enterprises is that this model is the basis for service excellence and business success. This requires staying close to the customers, understanding their requirements, and providing solutions that are in accordance with their values and lifestyles. Learning from (and with) customers in various ways is crucial if a company wishes to remain customer-focused.
Corporate social and environmental responsibility has been demonstrated to be profitable – both in the short term and in the long term. Innovative service concepts that utilise physical products as platforms for service and customer experiences can create value-in-use. The logic of values and the logic of value creation are synergistic, profitable, and sustainable.
未来研究的建议
Suggestions for future research
本文重点关注企业社会责任的相同方面以及为客户和其他利益相关者创造价值的价值观。对不同行业的一些领先公司进行了研究，并建立了一个新的框架。下一步自然是通过在其他背景下的实证研究来进一步测试和完善这个框架，并包括其他公司的数据，这些公司的价值观包括企业社会责任都很重要，但也有一些公司不太关注价值观，或者强调非常不同的公司核心价值观。航空业似乎很关注这些，因为他们的环境责任变得越来越重要，同时燃料成本也是一个重要的问题，并得到了高层管理人员的重视。研究不同的公司，如新加坡航空、瑞安航空和西南航空，以及他们的公司核心价值、企业社会责任政策和领导层如何努力实现价值共鸣和避免价值失调是我们的建议之一。我们想做的另一项研究是进入物流公司内部，如联邦快递和DHL。他们也面临着能源价格导致的高额物理运输成本的挑战；他们在全球许多不同的国家开展业务，为不同文化背景下的众多客户提供服务，必须应对有时相互冲突的要求。在航空公司和物流业的背景下，我们建议更深入地分析价值观如何创造利益相关者的价值，并在（1）创新，（2）可持续增长和（3）长期盈利能力方面促进绩效。因此，我们建议更明确地关注本文所介绍的商业模式和财务表现。
我们还建议对本文提出的框架进行更扎实的理论构思，一方面借鉴公理学来加深对价值和价值观的理解，另一方面借鉴服务科学和S-D逻辑文献中的服务系统研究。我们认为，未来的研究应该把服务系统看作是嵌入在社会系统中的，并且也要注意社会力量和结构（Edvardsson, Tronvoll等人，2010）。我们建议将吉登斯（1984）的维度signification（意义）、domination（权力和控制）和legitimating（企业社会责任的重要性）作为十分有效的概念来使用。
This article focuses on same aspects of CSR and values creating value for customers and other stakeholders. A few leading companies in different industries have been researched and a new framework has been developed. A natural next step would be to further test and refine this framework by empirical studies in other contexts and include data from other companies in which values including CSR are important but also companies paying less attention to values or emphasising very different company core values but being in the same industry. The airline industry seems fruitful since their environmental responsibility becomes more and more important while at the same time fuel cost is a major issue and has received a lot of attention from top management. Studying different companies such as Singapore Airlines, Ryan Air, and South West Airlines and their company core values, CSR policies and how the leadership strives for value resonance and to avoid values dissonance is one of our suggestions. Another study we would like to do is to get inside logistic companies such as FedEx and DHL. They are also challenged with high cost of physical transportation due to the energy prices; they operate in many different countries around the world and service numerous customers in different cultural contexts and have to cope with sometimes conflicting requirements. In both the airline and logistic contexts we suggest a more in-depth analysis of how values create stakeholder value and contribute to performance in terms of (1) innovation, (2) sustainable growth and (3) long-term profit- ability. We thus suggest a more clear focus on the business model and financial perform- ance that are presented in this article.
We also suggest a more solid theoretical conceptualisation of the framework suggested in this article by drawing, on the one hand, on axiology to deepen the understanding of value and values and, on the other hand, on service systems research in the service science and S-D logic literature. We believe that future research should view service systems as embedded in social systems and pay attention also to social forces and structures (Edvardsson, Tronvoll et al., 2010). We suggest Giddens (1984) dimensions sig- nification (meaning), domination (power and control), and legitimating (where CSR is important) as fruitful concepts to use.
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