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This research is the first study to evaluate and compare alternative service positioning matrices using rigorous statistical analysis and a common data set based on a variety of service processes. The matrices are evaluated based on five guidelines: clarity of construct definitions, conceptual independence of the two axes of each matrix, clarity in specifying the direction of causation from one axis to the other, axis unidimensionality, and correlation between the two axes of each matrix. These five guidelines provide a more rigorous approach to evaluating current and future positioning matrices, and contribute to the literature by defining more specifically than past research what constitutes a good positioning matrix. The difference between a classification scheme and a positioning matrix are also explained. The results indicate that while there is a statistically significant level of association (correlation) between the axes (Guideline 5) of each of the service matrices studied, meeting the requirements of the other four guidelines is a challenge for some service matrices.

This study seeks to provide a conceptual framework for the classification and selection of Healthcare 4.0 (H4.0) digital technologies affecting healthcare processes.

By examining the literature review, a set of processes of health services based on two axes of interaction and service customization and the axis of labor intensity of the service process matrix was divided into four categories: service factory, mass service, service shop and professional services. Then, using a combination of grey decision-making trial and evaluation laboratory (DEMATEL) and grey weighted aggregates sum product assessment (WASPAS) methods, a framework was presented to compute the impact of each of the H4.0 digital technologies on sub-criteria of the two main axes. Finally, based on the degree of the impact of each technology on the main axes, the technology affecting the four processes was segmented.

Findings show that the customer participation in the service process (C₁), ways to provide customer service (C₆) as well as the speed of service delivery (L₄) are the most important in the classification of digital technologies affecting healthcare processes.

Various other indicators from the behavioral, cultural, political, social and economic fields can be examined and used as a basis for evaluating H4.0 digital technologies.

The proposed framework can help managers select H4.0 digital technologies to prioritize, review and analyze appropriate technologies to improve and support different processes, prioritize appropriate technologies and review and analyze.

So far, no study has examined the link between digital technologies and various service processes. Therefore, this reinforces the originality and value of the present study.

The purpose of this paper is to define the relationship strategy of manufacturers with their retail customers through the identification of axes for the creation of relationship value.

A survey was carried out and 219 valid questionnaires were completed and returned by the purchasing managers of retail companies in the furniture sector. The model was estimated using the partial least squares approach.

The results revealed three axes of value creation: the core axis, the information and communication technologies (ICTs) axis, and the access axis. These axes included the benefits and costs related to the product and the service provided, the ICTs of the manufacturing project, and the relationships with the sales personnel.

Due to the size of the sample, the authors were unable to analyse the potential unobserved heterogeneity of the sample. The authors would suggest that this aspect should be analysed in future research in order to attempt to segment clients.

Seller support is the main element of value creation. The importance of the efforts made by management to strengthen the capacities of the field force may be highlighted.

The main contribution of this study has been to increase the level of abstraction of the study of relationship value through the identification and modelling of its axes of creation for the under-researched retailers-suppliers relationship.

The purpose of this paper is to present a new and comprehensive business strategy matrix which can be used to create competitive advantage for the value chain of every business unit of any firm.

This paper reviews the key findings of several well-known papers within the value chain literature and then adds several new conceptual insights to step by step create a logically developed, business strategy matrix featuring four strategy choices.

This paper presents the four business strategy choices of competitive value chains, based on the business strategies of innovative quality, lean cost, agile delivery and attentive service.

A future research implication of this paper is to empirically test the financial benefits for producers of custom products, of applying agile delivery as a key business strategy.

This paper provides the senior management of each business unit of any firm, with a clear guide to defining an optimal business strategy.

This paper is intended to advance the practice of business strategy by senior management, to enhance customer value across all business units.

This paper expands upon existing business strategy models by providing a comprehensive business strategy matrix, which can be applied to all possible business units. It does this by building upon current best practice to demonstrate that next to innovative quality, lean cost and attentive service strategies, an agile delivery strategy is required in the case of custom products.

Few marketing studies look at service classifications for self‐service technologies (SSTs) and none directly compare consumer‐based perceptions of traditional services to SSTs. To fill this gap, this study aims to examine how customers perceived traditional services and SSTs on service classifications criteria proposed by Lovelock, Bowen and Bell.

In two separate studies consumer ratings for each classification method on each service were obtained. Using multi‐dimensional scaling (MDS), 13 traditional services and 12 SSTs were separately mapped onto a perceptual space of service classifications.

The comparison of the two perceptual spaces reveals that consumers viewed the classifications of convenience, person/object, and delivery for SSTs differently than that for traditional services. The classifications of traditional services were represented by two dimensions of customization/standardization and person/object. In contrast, the classifications of SSTs were represented by two dimensions of customization/standardization and separability/inseparability. Thus the description of the underlying dimensions of services varied by traditional services or SSTs.

It is possible that the results of the MDS were influenced by the use of preset classifications. Results may also be influenced by the authors' choice of MDS method. Further research is needed regarding the classification of SSTs and the use of these classifications for SST design.

This research extends previous consumer‐based classification research by including SSTs. The findings identified separate typologies for SSTs and traditional services. The typologies should be of interest to both researchers and managers who are interested in how SSTs are perceived by consumers.

Manufacturers find bottom of the pyramid (BOP) markets challenging to serve due to low margins and highly localized needs. As such, residents in BOP markets often go without products commonly available in developed countries. Going without medical equipment may negatively affect healthcare services. This study develops a supply chain design strategy that supports the production of medical equipment by preserving variety flexibility at low volumes that stands to create new market opportunities for manufacturers and improve healthcare for residents in BOP markets.

The authors introduce a mass-customization model called options-based planning (OBP) which offers a framework to both leverage the efficiencies of high volume production models and provide products that are customized to local market needs. An empirical simulation, grounded in data collected from a large international manufacturer of magnetic resonance imaging (MRI) equipment, illustrates how an OBP production strategy will likely perform under BOP conditions and facilitate the delivery of healthcare equipment to BOP markets.

OBP provides a means for manufacturers to provide the customization necessary to serve fragmented BOP markets, while enabling higher production volume to make serving these markets more feasible. The empirical simulation reveals the relative benefits of OBP under conditions of forecast uncertainty, product complexity (number of design parameters) and different levels of responsiveness.

Increased access to modern medical equipment should improve healthcare outcomes for consumers in BOP markets.

The MRI context in BOP markets serves to illustrate the value of the OBP model for manufacturers.

Modularity has been identified as one of the most important methods for achieving mass customization. However, service models that apply varying levels of modularity and customization also exist and are appropriate for various business situations. The objective of this paper is to introduce a framework with which different customer service offerings, service production processes, and service production networks can be analyzed in terms of both modularity and customization.

The paper builds theory and offers a systematic approach for analyzing service modularity and customization. To illustrate the dimensions of the framework, the authors also provide service examples of the various aspects.

In the previous literature, the concepts of modularity and customization have often been discussed in an intertwined manner. The authors find that when modularity and customization are regarded as two separate dimensions, and different perspectives– such as the service offering, the service production process, and the service production network – are combined we can create a useful framework for analysis.

Rigorous testing is a subject for future research.

The framework helps companies to analyze their service offerings and to compare themselves with other companies. It seems that in practice many combinations of modularity and customization levels are used in the three perspectives.

This paper develops a framework for analyzing service offerings in terms of modularity and customization. The framework provides a basis for analyzing different combinations of these two aspects from the three perspectives, and herein lies its value.

The banking industry is definitely among the service industries that have been thoroughly transformed during the past decades. The direction of development has been toward more efficient mass services enabled by information and communication technologies (ICT). The purpose of this paper is to focus on analysing the changes in banking services, particularly the mass services offered through service factories. The aim is to review the previous literature on efficient production of banking services, and particularly analyse the effects of service factories in this area.

The theoretical focus of the paper reviews the frameworks and models for service positioning and efficiency for recognising the typical banking services used in the analyses. The Service Process Matrix is analysed for its components and implications for recognising efficient service processes for different types of services.

The findings show that the Service Process Matrix provides a tool for categorising different services for their efficiency in the case industry analysed. The matrix is adapted to better reflect the changes in banking services.

The quest for service efficiency is of importance, both in public services and service businesses alike. Several tools and models have been proposed to analyse the most appropriate way to produce services of different types. This paper analyses this area and provides insights for managers in how to position different service types for best customer value and efficient service processes. The paper also provides insights for service researchers looking for frameworks to categorise different service types.

This paper aims to investigate the possibility that the typology of a service as well as the operationalization of the service measurement scale may determine the nature of the service quality (SQ) construct and its relationship with those of customer satisfaction (SAT) and behavioral intentions (BI).

The study utilized the service classification scheme developed by Schmenner and concentrated on the mass service category as an example to illustrate the concept with data from retail banking.

Confirmatory factor analysis indicated that “Responsiveness,” “Tangibility,” “Reliability,” “Knowledge,” and “Accessibility” dimensions contribute significantly to service quality. It was further observed that SAT fully mediates the impact of SQ on BI.

A notable limitation is that the present study focuses only on mass service and uses only one industry (retail banking) to illustrate the findings. Future research should examine other service categories.

Service managers in the mass service category are recommended to devise operations and marketing strategies that focus on the SQ dimensions which can enhance customer satisfaction and, in turn, foster positive behavioral intentions.

This study presents a methodology for developing an operationizable service quality construct. It demonstrates that SQ, SAT and BI and their interrelationships may be typology‐specific. Thus, two or more industries may exhibit similar relationship characteristics with regard to these constructs, if they belong to the same service category. This knowledge can lead to inter‐industry benchmarking of best practices that can lead to better customer satisfaction and behavioral intentions.

Much of the earlier empirical work in service management has suggested that the dimensions of service quality may be stable in terms of their relative importance. In particular, the works of Zeithaml et al. postulate that service reliability matters most to customers and that empathy and the tangible aspects of services matter the least. Shows arguments, both conceptually and empirically, so that this observation is not based on strategic thinking nor on a particularly sound set of experiments. The relative priorities of service organizations must be established through the strategy formulation process and are likely to vary, quite logically, according to market choices and operations process characteristics.