The following section contains excerpts from the Master's thesis which I wrote in 2022. For more follow the link to my Master thesis
Figure 1: Customer Ecosystem adapted by Voima et al. (2011)
Customer Ecosystem
Maglio and Sphorer (2008) identified that exploring a system view in service science is fundamental, and started to apply system thinking and system-oriented frameworks. In this final essential foundation, CDL conceptualizes this system view by focusing on the customer. A customer ecosystem (see Figure 1) is defined as a constantly changing network of actors (Voima et al. 2011, 1) and elements relevant to a specific service that relate to the customer as the system’s central core (Heinonen and Strandvik 2015, 480).
Customer-Dominant Value Formation Process
In CDL value emerges in a value formation process (Heinonen and Strandvik 2015, 479). This formation process is also separated into a customer’s value formation process, led by customers' logic, activities, and accumulated experiences, as well as a provider value formation process driven by their business logic and activities.
Figure 4: Representation of the customer dominant logic combined with the factors influencing the customer's value formation adapted by Heinonen and Strandvik (2015)
Figure 5: Level of perspective for SDL (macro), CDL (meso to micro), and SL (micro)
Macro, Meso, Micro Perspective of different Logics
All in all, SDL, SL, and CDL as the main Logics compared in this study, all take a different context level (Chandler and Vargo 2011, 43) and perspectives have different implications (Heinonen and Strandvik 2015), but coming from a similar focus area. While SDL developed into a logic viewing value creation from a macro perspective that covers a broader actor-two- actor (A2A) network and service ecosystem, SL focuses more on the micro dyadic interaction between the provider and customer who can be part of a network as visualized in Figure 5.
Building of a Theoretical Framework
The core of the theoretical framework will be primarily the customer, the customer life, the customer world, the customer ecosystem, and its customer logic. Therefore these models of Heinonen and Strandvik (2015, 476), as well as Voima et al. (2011, 3), were combined in Figure 6 to create a symbiosis of time (when), location (where), process (how), and actors (who). Additionally, a macro-level network perspective that exceeds the customer ecosystem will also be occasionally considered in peripheral areas (see right side of Figure 6). This perspective will be useful to describe the current provider-oriented model, as well as the effect data and data management, could have on the broader network perspective.
Figure 6: Visualization of the theoretical framework of this study adapted by the models of Heinonen and Strandvik (2015, 476) as well as Voima et al. (2011, 3)
Figure 9: Personal data management and data value formation process
Data Value Foramtion Process
All the data uses activities within the personal data resource creation can be used during the value formation process (see Figure 9)Figure 9: Personal data management and data value formation process. They help to configure and (re-)combine data resources, increasing their resource density (Lusch and Nambisan 2015, 160). This relation shows that personal data resource creation is equal to personal data density creation (Normann cited by Lusch et al. 2008, 11). Both the liquefaction and density creation of personal data contribute to the creation of offerings and fulfillment of needing, constructed by generativity (Zittrain 2006, 1980). This includes the contribution to the needing dimensions, relieving and enabling (doing), sheltering and energizing (experiencing) customers, as well as helping them with (scheduling) time framing and timing (Strandvik et al. 2012, 135–136).
