NAMA : FADLI ADNIN NASUTION

NIM : 198115009

JUDUL Achieving Advantage with a Service-Dominant Logic

JURNAL Library of Congress Cataloging-in-Publication Data
VOLUME hal : 85 – 90,
DAN
HALAMAN
TAHUN First published 2006 by M.E. Sharpe and Published 2015 by Routledge
PENULIS ROBERT F. LUSCH AND STEPHEN L. VARGO,
REVIEWER Fadli Adnin Nasution
TANGGAL 13 Maret 2020

TUJUAN These capabilities apply the firm’s knowledge and skills to the core
PENELITIAN processes of the business.
SUBJEK Those firms whose cultural DNA and resource heritage are congruent with
PENELITIAN a relational value strategy won’t have to overcome inertia. But what could
motivate a firm starting with a different legacy to overcome their
momentum and follow the prescriptions of the S-D logic
METODE the strategic prescriptions of an S-D logic and will choose a more product-
PENELITIAN centered transactional approach. Managers may feel they have been
preempted by better-qualified rivals, that they lack the financial and
organizational resources to undertake the shift, that the promised returns
are too distant or uncertain, or that they have a superior opportunity with a
price value strategy.
HASIL  Navigation through effective market sensing and sharing of information,
PENELITIAN and early anticipation of market opportunities and competitive moves.
 Articulation by designing and refining the new value proposition in light
of the prospects of gaining a competitive advantage through relational
value.
 Orchestration by providing the essential “glue” that ensures there is
alignment of all the sources of advantage toward the strategy or superior
relational value, and adapted to shifting customer requirements and
competitive moves
KEKUATAN The crux of Vargo and Lusch’s argument is that a service perspective is
PENELITIAN superior to a goodscentered view because it emphasizes solutions and
“points toward opportunities for expanding the market through assisting the
consumer in the process of specialization and value creation” (Vargo and
Lusch 2004, p. 12). This is not a new insight. Fully 63 percent of the
Fortune 100 already claim to offer solutions (Sharma, Lucier, and Molloy
2002).
KELEMAHA We would expect a relationship advantage to be rewarded with lower rates
N of defection (churn), greater loyalty and retention, and higher profit
PENELITIAN margins than the competitors. But the linkage from positional to
performance outcome has proven troublesome to understand because of
confounding effects, and a relationship advantage is no exception.