Editorial: Embracing the future of services marketing

Abstract

Citation

Heinonen, K. (2024), "Editorial: Embracing the future of services marketing", Journal of Services Marketing, Vol. 38 No. 10, pp. 66-69. https://doi.org/10.1108/JSM-08-2024-0384

Introduction

In an era marked by rapid technological advancements and evolving consumer expectations, the field of service marketing and management is experiencing profound transformations. Organizations face the dual challenge of balancing efficiency with personalization while maintaining a competitive edge and meeting sustainability expectations. Concurrently, customers are increasingly demanding, seeking resources to create a meaningful and balanced everyday life. The desire for individuality and authentic experiences has never been higher, underscoring the critical importance of service research in this dynamic landscape. These shifting market conditions necessitate a reevaluation of traditional service theories and practices. To effectively address these complexities, service research must not only build on its foundational theories but also embrace new perspectives and methodologies that align with current marketplace realities.

Against this backdrop, this editorial aims to outline the strategic direction for the Journal of Services Marketing by addressing these evolving dynamics and challenges. By reflecting on the foundational theories of service marketing and management, and by introducing a novel conceptual framework, in my capacity as incoming co-editor for the journal I seek to provide a vision for how the journal can continue to contribute meaningfully to the field. My goal is to stimulate thought-provoking research that bridges traditional concepts with modern market realities, fostering a deeper understanding of ethical consumer behavior and twin transition, that is, the digital and sustainable transformation of the marketplace.

I am delighted to join the Journal of Services Marketing as Co-Editor alongside Mark Scott Rosenbaum. I extend my deepest gratitude to the outgoing co-editor, Rebekah Russell-Bennett, for her outstanding leadership and contributions during her ten-year tenure. Her dedication has set a high standard for the journal, and I am honored to bring new perspectives and ideas to continue this legacy. I wish Rebekah great success in her future endeavors and am eager to see the positive impact of her work. I am excited to collaborate with Mark, the editorial board and authors to advance service research.

In the following sections, I will elaborate on key research questions and present a conceptual framework developed to explore various market and customer contexts. This framework serves as a guide for both academic inquiry and practical application, highlighting areas where service research can make significant strides and offering a roadmap for future exploration.

Retrospective overview of the journal

The Journal of Services Marketing has a rich history of publishing high-level, conceptually robust articles that practicing services marketers can apply in their organizations. This vision was articulated by Charles Martin, the journal’s previous editor, in his 2012 viewpoint article. Martin (2012) described the journal as a vehicle for practical and actionable research in service marketing and emphasized the need for articles that marketers easily access, comprehend and apply.

Over the years, the journal has covered a wide array of themes. Notable areas of focus include service quality and customer service, service encounters and experience, service design and delivery, customer retention and relationship marketing and many others (Nel et al., 2011). These themes have provided a robust foundation for understanding and advancing the field of services marketing. Donthu et al.’s (2022) bibliometric study highlighted nine clusters of research themes within the journal, including marketing to service, quality, satisfaction and delivery systems, service industries, relationship marketing, service failure, complaining and recovery, technology, innovation and design, service-dominant logic, well-being and service encounter. Of the published articles, the majority (54.6%) use quantitative methodology, approximately 24.5% are conceptual. Approximately 13% use mixed methods and only 7.5% of the articles use qualitative methodology (Valtakoski, 2020). Although the journal historically has published more quantitative research, qualitative research is increasingly important to explore and describe the nuances in the marketplace.

Foundations and future directions of service marketing

The scope of the journal remains relevant, but I encourage scholars to forward innovative research that addresses current challenges and opportunities in the marketplace. In recent years, the landscape of service marketing has undergone dramatic shifts, driven by increasingly disruptive markets and the rising agency of consumers. Traditional service marketing strategies, once firmly rooted in the context of stable markets with low consumer agency, are now being challenged. There is a pressing need to explore how these theories must evolve and adapt to address the complexities of modern market dynamics.

My vision for the journal is to explore the relevance of foundational service marketing theories in today’s marketplace. As markets become increasingly entwined in complex systems, it is essential to understand consumers and how they interact with and contribute to these systems. Figure 1 conceptualizes how classic service theories are being challenged with market uncertainty and customer agency.

Historically, firms were assumed to operate in stable markets focused on delivering reliable and consistent service experiences. Firms could assume long-term strategies with confidence, relying on consistent demand patterns and a clear competitive landscape. This approach, which I refer to as Traditional Service Excellence, relies on a stable environment where predictability allows for consistency in service delivery. The primary goals are to ensure reliability, quality and standardized offerings, thereby building and maintaining customer trust and fostering loyalty through long-term engagement. However, as the market landscape transforms, the limitations of this approach become evident. The rigidity inherent in traditional service excellence can hinder a firm’s ability to respond swiftly to changes and innovations, making it less viable in today’s fast-paced and unpredictable environment.

In contrast, in disruptive markets characterized by rapid changes and uncertainties it is increasingly crucial to take a more adaptive approach. As globalization, technological advancements, and societal changes accelerate, markets experience increased complexity. Today, change is constant and often unpredictable and traditional market boundaries become blurred. New competitors emerge, often with innovative business models and technologies and firms must be highly adaptive, continuously innovating to remain competitive. This increasing uncertainty and disruption challenge the conventional approaches of established service marketing assumptions. In this situation that I call Adaptive Service Innovation, service providers must be flexible and quick to adapt to new market conditions. Even in uncertain times, customers expect service continuity and excellence. It requires innovation-driven approaches, where firms continuously adapt their service models to meet the ever-changing needs of the market. Rapid adaptation and flexibility become key to maintaining competitiveness and relevance. This shift calls for a deeper understanding of how service excellence can be maintained despite market volatility. There is a need to explore the mechanisms that enable firms to innovate while ensuring that service delivery remains consistent and meets customer expectations.

Even within stable markets, the rising customer agency requires a shift in service thinking. In the scenario I call Contextualized Customer Experiences, customers expect solutions that are pertinent to their current situation, specific needs and pain points in various circumstances. Customer-to-customer interactions are crucial in contextualized experiences. These interactions, facilitated through community platforms, social media and user groups, enhance the overall service value. Customers share insights, reviews and recommendations, creating a community-driven service environment.

Peer reviews and testimonials become critical in decision-making processes, as customers trust the experiences and opinions of their peers. Empowered customers are not necessarily bound to a single service provider, but instead they engage with multiple providers and other customers. Firms must be responsive to the context in which customers find themselves, ensuring that solutions are relevant and effective. It emphasizes understanding the customer as a whole, rather than just individual preferences. Firms must therefore create seamless and integrated service experiences that can coexist with other stakeholders.

The most complex scenario arises when disruptive markets intersect with high consumer agency, a situation I label customer self-directed enablement. Customers can make their own choices without relying heavily on intermediaries or service representatives. It involves a blend of adaptability and autonomy, where individuals are empowered with the relevant tools, comprehensive data about service performance and pricing to navigate their own experiences and solve their problems independently. Flexible solutions, such as customizable options and on-demand services, help consumers adapt to their evolving needs without being locked into long-term commitments. Proactive risk management tools with predictive analytics enable customers to foresee potential disruptions and undertake preventive measures. Dynamic pricing models and adaptive financial products create financial flexibility and allow customers to manage costs and adjust to market conditions. This transparency allows customers to make informed decisions and hold service providers accountable. It thereby enhances customers’ sense of control and everyday meaningfulness. In such contexts, firms must engage in collaborative service development with their customers. This approach not only involves co-designing solutions but also actively being involved in consumers’ everyday life, understanding their sensemaking and providing offerings that may provide solutions to customers’ pain points.

In conclusion, the framework aims to inspire the expansion of service marketing research beyond traditional service excellence. In particular, by focusing on customer self-directed enablement and contextualized customer experiences, researchers can discover new strategies to enhance customer empowerment and adaptability in uncertain markets. This shift in focus is crucial for developing innovative approaches that meet the evolving needs of today’s customers. It also includes examining customers’ everyday life within their own ecosystems, where the provider may have limited visibility.

The path forward with fresh perspectives and practical insights

As the incoming editor, I would like to return to the foundations of services marketing, focusing on customers and their interactions with firms and service ecosystems. In line with the directions established by Russell-Bennett and Baron (2014), my vision is to uphold the journal's tradition of fostering fresh and thought-provoking perspectives in services marketing and broadening the scope of the journal to encourage all aspects of service, not only services marketing. Here are some key points and possible research questions for authors to consider when preparing their submissions:

1. Submissions should present novel and unique perspectives that advance the role of service in a contemporary global context.

   • Everyday meaningfulness: How can service foster a sense of meaningfulness in customers’ everyday lives?

   • Customer autonomy: How does the ability to make autonomous choices influence customer expectations and service experience?

   • Customer goals: What are the common challenges faced by customers when they attempt to solve problems on their own using available resources?

   • Uplifting change: What service strategies enable uplifting and transformative customer experience?

   • Financial well-being: How can predictive analytics and financial risk management tools be leveraged to ensure financial well-being for customers?

   • Frontline service: What strategies can frontline service employees use to add value in a landscape where customers prefer self-service options?

2. Researchers should examine the application and adaptation of foundational service marketing theories within the context of the current complex and dynamic marketplace.

   • Market uncertainties: How can foundational service marketing theories be adapted to address the increased complexity and dynamism of contemporary marketplaces? How can service marketing theories incorporate the impact of digital transformation and customer empowerment on service delivery and experience?

   • Eudemonia: In what ways can service marketing theories be developed to promote customer health, well-being and quality of life?

   • Service orchestration: How can foundational service marketing theories address the balance between consumer responsibilization and agency in service experiences?

   • Contextual diversity: How do the temporal and spatial dimensions of service need to be expanded to accommodate accumulated and interconnected customer experiences?

3. Submissions should offer actionable insights and practical relevance for both industry professionals and academics.

   • Data analytics: What role do data analytics and customer insights play in developing service marketing strategies that drive business growth?

   • Customer support: How can service providers support customers in taking greater responsibility for their own service experiences without overwhelming them?

   • Ethics: How can service marketers address ethical concerns while still leveraging technology to provide superior customer experiences?

   • Service profitability: How can service providers balance profitability with customer-centric pricing strategies to enhance overall service value?

   • Service design: How can service marketing strategies be designed to integrate seamlessly into the customer's everyday life, enhancing a sense of purpose and satisfaction?

   • Digital technologies: How can advanced technologies, such as AI and predictive analytics, be used to tailor services to individual customer contexts and needs?

4. Research should investigate customer interactions within service ecosystems, including the impact of customer-to-customer interactions on service experiences.

   • Customer ecosystems: What role do customer-to-customer interactions play in creating a sense of community and meaningfulness within service ecosystems?

   • Community platforms: What are the most effective ways to leverage community platforms and social media to enhance customer experience, well-being and quality of life?

   • Customer-to-customer value creation: How can customer-to-customer interaction within service ecosystems contribute to uplifting and empowering service experiences?

These research questions outline some of the directions where service research can make significant strides. These questions not only reflect the current trends and challenges within the service marketing and management landscape but also highlight the need for innovative approaches and rigorous inquiry. Addressing these questions will enable us to deepen our understanding of consumer behavior and interactions within service contexts, as well as how service providers can address the increasing demands of the marketplace.

Conclusion

In conclusion, this editorial aimed to articulate my vision and strategic direction for our journal as I step into the role of co-editor. It is imperative that we acknowledge and build upon the foundational theories of service marketing and management that have long underpinned our field. However, it is equally crucial to adapt and apply these theories within the context of contemporary markets, which are characterized by rapid technological advancements, ongoing market uncertainties, shifting consumer behaviors and global disruptions. The marketplace has undergone significant evolution, and service research must evolve in tandem to address these dynamic changes, providing innovative insights and solutions that are both relevant and impactful. By fostering a robust dialogue between traditional theoretical frameworks and modern market realities, we can advance the discipline and offer valuable contributions to both academic discourse and practical application.

As we move forward in this new chapter for the Journal of Services Marketing, I encourage contributions that not only respect and build on our rich theoretical heritage but also push the boundaries of current knowledge to explore new paradigms and methodologies. Our goal is to remain at the forefront of service research, offering a platform for rigorous, innovative and transformative work that addresses the complexities of today’s service landscape.

In this endeavor, I look forward to collaborating with our diverse community of scholars, practitioners and stakeholders. Together, we can continue to elevate the journal’s impact, ensuring it remains a leading voice in service research.

Figures

Figure 1

Directions of service marketing research