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1 Document de travail du LEM CUSTOMER-INTEGRATED BUSINESS MODELS: A THEORETICAL FRAMEWORK Loïc Plé*, Xavier Lecocq *, Jacques Angot* *IÉSEG School of Management, CNRS-LEM (UMR 8179) IAE de Lille, USTL
2 Customer-Integrated Business Models: A Theoretical Framework Loïc Plé* Xavier Lecocq *, Jacques Angot*, LEM, UMR * IÉSEG School of Management IAE de Lille, USTL Summary Over the last few years, a growing number of firms have been implicating their customers in the design, production and / or delivery of their goods and services. Even though the objectives of these companies are manifold, it is possible to split them in two broad categories: increase their revenues, or diminish their costs. Accordingly, this trend towards an increasing integration of the customer indicates that companies have made new organizational choices to generate higher margins. Hence, it mirrors fundamental changes in these firm s business models, since it makes necessary to think about the way the customer can and should be mobilized. However, despite a recent evolution, the academic literature on the business model (BM) concept has remained relatively scarce so far (Demil and Lecocq, 2008). In particular, it seems that no study so far has tackled the place and role of the customer in the business model. Yet, we deem that it is essential to develop this kind of research, given the multiplication of empirical evidences of this evolution. It is then necessary to go beyond traditional perspectives of the customer as a mere buyer, which is how the latter is usually considered in the business model literature (e.g. Chesbrough and Rosenbloom, 2002). To do so, we propose to rely on the services marketing and management literature that has largely dealt with the concept of customer participation, i.e. the way the customer takes part in conception, production and / or delivery processes. Nevertheless, most of this research emphasizes the impact of the customer on quality, satisfaction and loyalty improvement. And even when customer participation is examined through the organizational lens, it is essentially with the intention of gaining competitive advantage (Vargo and Lusch, 2004). On the other hand, generating more money from customer participation apparently remains unsolved. So this paper aims to contribute to a better understanding of the place and role of the customer in the business model. Combining the business model and customer participation literatures, we develop a theoretical framework of what we label Customer-Integrated Business Models (CIBM). This model relies on the RCOA (Resources, Offer, Organizational Activities) model developed by Lecocq et al. (2006). In a CIBM, the customer is considered as a resource. This has important consequences on both the two other components (Offer and Organizational Activities) and on the interrelations between the three parts of the model. We exemplify this theoretical framework with two case studies based on secondary data. We conclude by handling the potential limitations of CIBM. Keywords: Business models Customer participation Customer-Integrated Business models customer s organizational socialization 1
3 INTRODUCTION When, in 2003, the Danish toy-building company Lego announced a 188 million loss, it decided to revisit its organization and strategy to fight back. In particular, the firm chose to implicate its customers in the conception of its products, so that they fit better their expectations. Hence, their customers have become actual co-creators of Lego s products, which Lego mentions on the boxes of the toys that are the outcome of the collaboration with its customers. Partly thanks to this decision, both Lego s sales and results have dramatically improved: at the end of 2007, the company made a 138 million profit, proving how advantageous it could be to associate its customers in its activities. The cases of Amtrak (a US railroad company) and Royal Mail (a UK postal services firm) are also interesting to study. Thanks to the development of self-services through interactive voice response systems, i.e. by outsourcing a part of the service given by the company s employees on their customers, the former saved $13 million, while the other reduced its service costs by 25 percent (Salomann et al., 2006). These cases are but mere examples of a major trend in the way firms have been developing their business models nowadays. Indeed, inspired by what has happened in open-source communities (e.g. Von Hippel and Von Krog, 2003), more and more companies have decided to make their customers participate in the design, production or delivery of their products. Such a move is enabled, notably, by the growth in the use of the internet and technological change at large (Prahalad and Ramaswamy, 2004). This means that firms have to create and nurture appropriate business models that will enable them to get the most of this integration of the customers in their activities (Holland and Becker, 2001). Thus, research on this topic is needed to help firms to improve their ways of incorporating the customer among their own internal resources and competences. Yet, even though things have been changing over the last few years, structured and formalized academic research on the business model (BM) concept remains in its early years (Lecocq et al., 2006). Most particularly, to the best of our knowledge, there has been no systematic study so far that deals with the various potential places and roles of the customer in the business model, i.e. about the manner may rely on their customers to generate higher margins by increasing revenues or decreasing costs. This may seem all the more surprising that empirical evidences are many, as we mentioned earlier. Though, academic contributions about BM mostly consider the customer as a mere buyer for the firm s products. 2
4 On the other hand, a great deal of literature has been published in the field of services marketing and management about the concept of customer participation, i.e. the way the customer takes part in the conception, production and delivery processes. Nevertheless, the most important part of it copes with issues related to quality, satisfaction, and loyalty improvement to generate a competitive advantage. It seems that no research has dealt with the relationship between organizational issues raised by customer participation, and the costs and revenues dimensions. For these reasons, the aim of this paper is to try and contribute to the understanding of where and how the customer fits in the business model. In a first part, we underline the gaps of the BM literature as far as the customer is concerned, and highlight the reasons why it is necessary to reintegrate him. The second part presents the concept of customer participation, the motivations of the customer to participate, and the way firms can make the customer become a resource. The third and final part presents a theoretical framework of what we call Customer-Integrated Business Models (CIBM), which we exemplify with two case studies: Build-A-Bear Workshop and 3
5 1. THE BUSINESS MODEL AND THE CUSTOMER In this section we define the business model (BM) and look at the evolution of the concept during the last ten years. Then, we discuss the place of the customer in the BM literature and demonstrate the need to reintegrate him in the analysis The business model concept The BM concept has been developing from the end of 1990 s due to the need for new ventures in the Internet industry to explain to investors how they will generate revenues (Eisenmann, 2002) but also due to various strategic innovations in terms of activities or sources of revenues from incumbent firms. Nowadays, even big companies are urged by institutions such as IASB to be able to describe their business models to stakeholders. Indeed, as noted by Magretta (2002), the first strength of a business model is that it tells a story about the business. In a more abstractive view, often labelled as ontological approach, the BM is an operational tool expressing the business logic of an organization (Osterwalder, 2004). This story or this representation of an ontology may be seen as a convention between partners concerning the generation and sharing of value between stakeholders (Verstraete & Jouison, 2007). Timmers (1998) is one of the first authors to have proposed a definition for BM. He mentions that A business model includes an architecture for the product or service, an information flows, a description of the benefits for the business actors involved, and a description of the sources of revenue (Timmers, 1998). During the last years, BM has essentially been related to value creation and appropriation. Thus, according to Shafer et al. (2005), BM is the representation of a firm s underlying logic and strategic choices to create and capture value within a value network. Nowadays, BM is essentially a matter of revenue generation (Weill et al.., 2004; Tikkanen et al.., 2005; Demil and Lecocq, 2008). The business model spells-out how a company organizes to make money. In the most basic sense, a business model is the method of doing business by which a company can sustain itself that is, generate revenue (Rappa, 2003). The concept is now crucial for entrepreneurship and constitutes a very promising perspective of strategic management, based on a pragmatic and innovative approach. Rather than the traditional competitive advantage, business model approach stresses the revenue generation process and its consequences on profit. For instance, according to Afuah (2004), BM treat the simple question How to make money in my industry?. 4
6 Following Lecocq et al. (2006), we define BM as the choices made by an organization (whether for profit or not) to generate revenues in a broad sense (turnover but also royalties, rents, interests, subsidies ). These choices encompass resources and competences to value, products and/or services supplied and the internal and external organization of the business. As such, BM approach encompasses operational elements whereas traditionally strategic management and operations are distinguished or opposed (e.g. Porter, 1996). This integrative approach gives a crucial role to implementation and to congruence between elements in the performance of an organization. Moreover, due to its ability to link business strategy and operations, BM is a Meso level construct congruent with the day-to-day frame of action of managers (Demil and Lecocq, 2008) and a very attractive concept to them (Tikkanen et al.., 2005) Despite the number of research dedicated to the exploration of the BM concept and to its theorization over the last decade, structured and formalized research is in its early years. Yet, a lot remains to be explored, and in particular, it appeared to us that the various roles and the potential place of the customer haven t been deepened so far in the BM literature. This could look all the more surprising as the level of so-called user generated content has been growing very rapidly and as customers have become more and more a mean to produce a good or service but also a value to generate revenues from others actors (for instance in media industry) by valuing the size of the customers community or the specific characteristics of the clients. Thus, in the following section, we discuss the place of the customer in the various models proposing a clear articulation of the business model components Where is the customer in the business model literature? An important part of the literature on BM is dedicated to the identification of the key elements to describe it and on which to act to change it. Indeed, as mentioned by Osterwalder (2004), BM is composed of the word business which refers to the activities related to the offering of products and services, and the word model which is a simplified description of a complex process that requires an important effort of conceptualization. The recognition of the main constituents allows BMs to be potentially comparable across industries. However, any of the proposed models seem to have become the standard in the literature. For instance, in 2005, Shafer et al. have inventoried 42 components in the major definitions of BM. Moreover, while some authors describe BM using static components, others mentions processes as BM constituents. For example, Mahadevan (2000) specify that a given BM is a unique 5
7 configuration of three flows: the value stream which refers to the value proposition for customers and partners in the value network; the revenue stream which identifies revenue generation and finally the logistic stream which deals with the organization and the various flows in the business itself. Looking closely at the major descriptions of the BM components, it seems that customers are frequently quoted. Thus, Venkatraman and Henderson (1998) define the BM as a coordinated plan to design strategy along customer interaction, asset configuration and knowledge leverage dimensions. Then, Hamel (2000) considers the BM as the interaction of four axes: strategic choices, resources and competences, customers interface and value network of the stakeholders. Several years later, Chesbrough and Rosenbloom (2002) offer a more detailed conceptualization of the BM encompassing 6 elements: value proposition for customers, market segment, value chain structure, revenue generation and margin, position in the value network and competitive strategy. Voelpel et al. (2005) mention 3 basic components in a BM: a value proposition for customers, a value network configuration to create that value, and returns ensuring the satisfaction of relevant stakeholders and thus the sustainability of the BM. According to Tikkanen et al. (2005), the main components of a BM are the relationships network of the firm, the resources and business process operations, and the finance and accounting dimension of the firm. More recently, Brink and Holmen (2007) have formulated two crucial questions to define BM: how is the value created for the customer? And how does the innovating firm appropriate economic value? Thus, for the last 10 years, most of the research has mentioned the customer as a component of the BM. However, it seems that he has been considered essentially as the addressee of an offer or from a more general point of view as the target of a firm's value proposition. Indeed, Chesbrough and Rosenbloom (2002) suggest that the value proposition is a firm's solution to a customer's problem. Beyond the identification of components, the BM approach frequently focuses attention on how pieces of the business fit together in a strategic fit or configurational perspective. As mentioned by Osterwalder (2004), A business model is a conceptual tool that contains a set of elements and their relationships and allows expressing a company's logic of earning money. According to our project to shed light on the place of the customer in the business model literature, we look at the main models and try to identify the key elements of BM and particularly the conception and role of the customer in these models. We have chosen three models allowing both to describe and design a BM, whether specific (for a given firm) or generic (for instance, the low cost business model) 6
8 The Osterwalder's model (Cf. Figure 1) is based on 4 blocks (infrastructure, offer, customer, finance) and 9 components, and thus is one of the most detailed. Infrastructure (internal and external organization, i.e value chain and value network) generates costs but allows to create a value proposition (an offer) for customers. In this model, the client is the target of the value proposition and the origin of revenue streams. He is not a part of the infrastructure nor an actor involved in the definition of the offer. Figure 1: 9 components of BM (Osterwalder, 2004) Infrastructure Partner Offer Customer Customer Network relationship Core Value Target Capabilities Value Proposition Distribution Customer Configuration Channel Cost Structure Finance Revenue Streams Yip's model (2004) put the emphasis on the transformation and the distribution processes of the firm (Figure 2). In this model, the customer is at the end of the whole process of production and distribution. Here again, the customer received the firm's output through distribution channels without any potential role of content generator. 7
9 Figure 2: Elements of a business model (Yip, 2004) VALUE PROPOSITION SCOPE Nature of inputs How to transform inputs Nature of outputs Channel s Nature of customers DIFFERENTIATION ORGANISATION A third approach of the configurational perspective of the BM model is is the RCOA model (Lecocq et al.., 2006; Demil and Lecocq, 2008; Volle et al.., 2008). The basic assumption of the RCOA model is that a firm builds its BM by making various choices to generate revenues in a broad sense (turnover, royalties, rents, interests, subsidies, assets handovers ). These choices encompass resources and competences to value (Resources and Competences), products and services offered (Offer) and internal and external organization of the business (Activities). The resources and competences are valued through the supply of products or services on markets (the offer). The organization refers to the choice of operations that an organization takes in charge itself (its value chain) and on the relations it establishes with other organizations (its value network, including suppliers, customers, competitors, regulators, complementors). In the RCOA model, these three basic elements (Resources and Competences, Offer, Activities) of a BM determine the structure and the volume of costs and revenues of a business and then its profit margin (thus, the sustainability of the BM). More precisely, as in the Osterwalder's model, the cost structure is essentially driven by the organization a firm deploys. The revenues volume ad structure depends above all of the products and services it proposes to its customers. 8
10 In the RCOA model, customer is not an element of a BM. However, the authors mention that the customer may be a constituent of the external organization (the activities dimension of the model). Figure 3: The RCOA model (Lecocq et al., 2006) Deployed resources and competences (RC) Products and services offered (Offer) Internal and external organization (Activities) Volume and structure of revenues Volume and structure of costs Margin Finally, it appears that even if most of the BM definitions mention the customer, they only treat him as a revenue yielder to whom the value proposition is addressed. The configurational perspective of the BM and the various models proposed to describe the relations between BM constituents allows to confirm the absence of the customer from the main firm processes and the implicit negation of its ability to be a content generator in the BM literature. However, beyond general frameworks aiming at theorizing business models, we may find more specific work centred on the integration of the customer in the innovation process or production process of a given firm. Thus, Von Hippel's classic book The sources of Innovation (1988) has underlined the potential role of the customer helping the firm to innovate. In 2005, Von Hippel has specified his understanding of what he labels as userdriven innovation, mentioning the concepts of lead users or user toolkits. Other authors have stressed the importance of users in the production of a good within the open source 9
11 communities (see for instance Von Hippel and Von Krogh, 2003) characterized by an intertwining of the producer and customer roles (Demil and Lecocq, 2006). These various work have lead some researchers to suggest from a more general point of view a new paradigm for innovation: the open innovation (Chesbrough, 2003), where firms leverages both internal and external source of ideas and where the commercialization of a new offering is done with various partners through partnerships, licences or spin offs (Nambissan and Sawhney). More recently, the burst of the Web 2.0 technology has provided a much more important base of distributed intelligence to which firms are more and more seeking to have an access to benefit from from this crowdsourcing. Jeff Howe (2006), a Wired editor, has forged the term and defined it as the act of a company or institution taking a function once performed by employees and outsourcing it to an undefined - and generally large network of people in the form of an open call. Crowdsourcing is empirically at play every day in many industries such as media but has seldom been studied by researchers. An exception is Chanal and Caron-Fasan (2008) who are interested in the business model of crowdsourcing projects. In the same vein, Chesbrough (2006) has deepen the relationship between open innovation and business models, labelling open business models to qualify the mean for a firm to create and capture more value thanks to the openness of innovation process to various partners, among which customers. Despite their interest and their richness, none of these works provide a general framework to study the different types of contributions a customer may do, nor do they study the different types of customer integration into the firm processes and their impact on the firm infrastructure. Indeed, some of them are more concerned with the general idea of openness and thus deal with external inventors, partners firms, intermediaries and so on more than customers. Some are more concerned with customers but do only treat one kind of customer participation such as innovation or one kind of customer (for example users community). However, these works dedicated to the role of the customer in the offer of a firm illustrate the need to consider the client and call for a general theory to understand the various processes at stake in the customer participation from a BM point of view. We may build on each of the previous research to propose a general framework for the integration of the customer in a firm's business model. Indeed, customer participation has to be considered in the BM theory as more and more companies have been implementing Customer-Integrated Business Models (CIBM), in which the customer plays an important role. 10
12 To theorize the CIBM, we may first enrich our knowledge about customer participation as a great deal of research has been published in the field of services marketing and management on the way the customer takes part in the production process. 11
13 2. CUSTOMER PARTICIPATION To participate literally means to take part in something, in its outcome. Applied to the customer of a firm, it implies an action, or a group of actions by the customer, actions linked to the production of a good or a service. This leads to many questions, such as: in what circumstances does this action take place? Is it spontaneous, or provoked by the firm? Why does the customer participate? Etc. The purpose of this section is to cast some light on these subjects. From this perspective, we focus first on the nature of customer participation. Secondly, we study more precisely what leads a customer to participate The nature of customer participation To begin with, customer participation is not new, as from 1938, Barnard himself noted the role played by the customer (Novicevic et al., 2006). It gave rise to a lot of research, mainly in the field of services marketing and management, where the way the customer can take part in the servuction process to co-produce the service (Eiglier and Langeard, 1987) has been studied. However, not all the publications that deal with customer participation concept define it. In fact, only a few of them give an explicit definition, while others merely refer to a common sense, or to main dimensions (e.g. Fitzsimmons, 1985; Bowers et al., 1990; Bitner et al., 1997). Thus, Table 1 below shows that the literature does not really acknowledge one clear definition of the concept. Based on this table, we are we are going to specify the main dimensions of customer participation. Table 1: A chronological review of definitions of the customer participation concept Author Kelley et al., 1990: 315 Dabholkar, 1990: 484 File et al., 1992: 6 Cermak et al., 1994: 91 Bettencourt, 1997: 402 Rodie and Kleine, 2000: 111 Definition For many services, the customer is required to contribute information or effort before the service transaction can be consummated The degree to which the customer is involved in producing and delivering the service Participation as a marketing construct, refers to the types and level of behavior in which buyers actually engage in connection with the definition and delivery of the service (or value) they seek Participation refers to the customer behaviors related to specification and delivery of a service The customer s active role in the production or delivery of a service Customer participation (CP) is a behavioral concept that refers to the actions and resources supplied by customers for service production and / or 12
14 delivery. CP includes customers mental, physical and emotional inputs Namasivayam, 2003: 422 Hsieh and Yen, 2005: 895 Lusch and Vargo, 2006: 284 The consumer s role in production processes, whether it is a service or tangible good The extent to which customers provide resources in the form or time and / or effort, information provision, and co-production during the service production and delivery process [Co-production] involves the participation in the creation of the core offering itself. It can occur through shared inventiveness, co-design, or shared production of related goods, and can occur with customers and any other partners in the value network This table calls for a certain number of comments, as it enables to bring out many important dimensions of customer participation. In particular, it permits to identify four important characteristics: the nature of the production the customer participates to (what does the customer contributes to?), the moment this participation takes place (when does he participate?), who this participation concerns (with whom does the customer interact?), and the nature of customer participation itself (what inputs does the customer bring into the process?) Nature of the production and moments of customer participation Firstly, the definitions cited in Table 1 inform us about the nature of the production the customer participates in: it can be either a service, either a good. As we mentioned earlier, most of the research about customer participation focuses on service production. Yet, some of the abovementioned contributions have highlighted the possibility for the customer to participate also in goods production (Namasivayam, 2003; Lusch and Vargo, 2006). This is not new, as from 1978, Von Hippel explained how customers could participate in the elaboration of the design of a good. Indeed, relying on end-users competences to generate new ideas and develop innovations proves to be very efficient (Lilien et al., 2002; Von Hippel and Katz, 2002). In other words, customer participation is not necessarily tied to service production, but may also concern goods. So the customer can participate in the creation of both goods and services. Secondly, this table evidences when the customer participates in the value chain. We ve just specified that this participation may happen at the design stage, which some authors quoted in table 1 confirm (File et al., 1992; Cermak et al., 1994; Lusch and Vargo, 2006). This participation may happen through a process of comprehending customer expectations and preferences, in the course of iterations of submitting new products ideas, concepts or 13
15 prototypes and analyzing customers feedback about these (Joshi and Sharma, 2004). Prior to the production and delivery stage, the customer may also participate in another manner, such as testing goods or services (Lagrosen, 2005; Matthing et al., 2004; Kristensson et al., 2008). This proves to significantly contribute to value co-creation between the firm and the customer (Edvardsson et al., 2005), even though it does not go without limitations due to customers cognitive limitations (Ullwick, 2002). The customer may participate during the production and / or the delivery stage too (e.g. Kelley et al., 1990; Dabholkar, 1990; Bettencourt, 1997). At this level, the customer may not contribute the same way in the case of a good or a service. The academic services literature has usually considered production, delivery and consumption, to happen at the same time (Lovelock and Gummesson, 2004). Consequently, customer participation in the production process of the service is supposed to mean customer participation in the delivery process. On the other hand, it is harder for a customer to take an active part in the production of a tangible good, whereas he may participate in its delivery, i.e. in the service that completes the good (think of take-away food, for example, where the customer is in charge of the delivery to home, while he did not participate in the production of the food). Finally, the customer may also participate after the delivery stage. We did not find any definition that emphasizes this, but some articles also underline the co-marketer role of the customer (Gouthier and Schmid, 2003; Chervonnaya, 2003). In this case, the customer may recommend (or not) a good or a service to his / family, friends, etc. This role has become all the more important that, with the internet, any customer can also describe any pleasant or unpleasant experience with a product to anybody The actors concerned by customer participation The customer himself is obviously the main actor to be concerned by this participation. For instance, customer participation may influence his satisfaction (Kellogg et al., 1997; Youngdahl et al., 2003). However, besides him, it also involves many other actors he interacts with while participating. The previous definitions enlighten us on some of them, more or less explicitly. Front-line employees come first, as they are in direct contact with customers. Surprisingly, this is only implicit in Table 1 definitions. This is surprising, considering the direct and indirect influence the customer may have over these employees (Rafaeli, 1989). In particular, the customer has been considered as a partial employee (Mills and Morris, 1986), and as a 14
16 consequence has been supposed to alleviate front-line employees workload, since a great amount of work can be shifted to the customer. Nevertheless, other studies prove customer participation to increase this workload, notably psychological workload, because customer participation frequently induces an increase in employees tasks variety and difficulty, i.e. work uncertainty (Hsieh et al., 2004). Beyond its employees, the firm is another actor impacted by customer participation, and may rely on them to build new experiences of consumptions (Prahalad and Ramaswamy, 2004). At the organizational level, implicating the customer into the different steps of the development, production and delivery of a product has an effect on coordination (Larsson and Bowen, 1989; Plé, 2006). Other customers are a third category of actors that can be concerned by customer participation. When a customer participates, he may be in the presence of other customers with whom he may interact (Parker and Ward, 2000). These interactions can potentially lead to new ideas of product (Lundkvist and Yakhlef, 2004), influence these other customers perceived service quality and / or satisfaction, or their intention of purchase (Harris et al., 1997 in Parker and Ward, 2000) Customer s inputs Table 1 also sheds light on the nature of customer participation. The contribution of the customer takes different forms, from merely communicating information to the firm so that it can offer a product that matches customers expectations, to making efforts that will enable the customer to get the product (Kelley et al., 1990). To that extent, Rodie and Kleine (2000: 111) mention three different kinds of inputs the customer provides to the firm: mental, physical and emotional. However, the literature leads us to identify four other kinds: financial, temporal, behavioral and relational inputs. Figure 4 below recapitulates on these seven inputs that compose customer participation. Not all of them may be mobilized every time the customer participates. It may depend, for example, on the nature of the product that is concerned by the participation, or on some particular traits of the customer himself. 15
17 Figure 4: The seven inputs of customer participation Mental inputs Relational inputs Physical inputs Customer Participation Behavioral inputs Emotional inputs Temporal inputs Financial inputs Mental inputs include the information given by the customer to the firm, as well as the mental efforts he agrees to do to get the product (Mills et al., 1983; Mills and Turk, 1986; Rodie and Kleine, 2000). In this case, the customer actually does a cognitive labor (Rodie and Kleine, 2000: 112), i.e. makes a mental effort to structure the information given to the company, to understand how to get the product, or to understand what he is supposed to do as a participant. Physical inputs include customers own tangibles and physical efforts (Rodie and Kleine, 2000: 112). The first ones range from a part of the customer s body (for example, the customer s face when going to a beautician), to goods owned or managed by the customer, such as clothes taken to the dry-cleaner s (Lovelock, 1983, 2001). As for physical efforts, they mean labor for the customer, as they include actions undertaken during the participation (Siehl et al., 1992). For instance, it can be following the fitness program designed by a personal coach. The last type of inputs cited by Rodie and Kleine is emotional inputs. They comprise all the emotions felt by customers while participating. An example would be a 16
18 patient (or not) behavior during an unpleasant interaction with a non-competent or unpleasant employee. In addition to these three categories of inputs, four others emerge from the literature. To begin with, financial inputs correspond to the price paid by the customer to get the product (Bitner et al., 1997). This implies that the customer decides to allocate his financial resources to the detriment of another product. These inputs are different from what Rodie and Kleine call physical inputs, since the latter are goods possessed or managed by a customer who needs the firm to modify, to repair, etc. Temporal inputs are another category that relate to the time it takes a customer to participate. Being part of a group of customers in charge of thinking about a product s design or technical specificities may be very time-consuming. However, this time expenditure varies greatly from one context to another: for instance, it takes more time to assemble IKEA furniture than to withdraw cash. The time a customer is willing to spend to get a product is taken into account into his assessment of the total value of this product (Beaven and Scottie, 1990; Song and Adams, 1993). Furthermore, the time spent to learn how to use the product or how to participate before even getting the product has to be taken into account as well (Mills and Morris, 1986). We label the next sort of inputs behavioral inputs. According to Grönroos (1984; 2001), service quality is composed of two different parts. Technical quality designates the quality of the outcome, i.e. of the service the customer gets in itself (e.g. being transported from point A to B by an airline company). Functional quality is the quality of the process that leads to this outcome: it concerns the manner the service is delivered to the customer (e.g. the appearance and behavior of the airline staff). Kelley et al. (1990; 1992) transpose these two concepts to the customer, and consider that he can influence the quality of the service though both what he does in the service process, but also through how he does it. The former ( what ) has been dealt with earlier, since it essentially relates to mental and physical inputs. As a result, it is not a part of the customer s behavioral inputs. The latter ( how ) refers to interpersonal dimensions of the interaction between a customer and a service employee, and focuses on the way the customer behaves during this interaction: how fast he will give information, bring his good to the firm, whether he show goodwill (or ill-will) to participate, etc. Thus, we call these, behavioral inputs, as they refer to the participative behavior of the customer. It is a larger category than Rodie and Kleine s emotional inputs, since as we explained it, it is not only limited to the customer s emotions. 17
19 Relational inputs are the last class of customer s inputs. They derive from the fact that a customer s expectation and future behavior towards a service provider is influenced by previous encounters with a service provider (Grönroos, 2001). Accordingly, it seems rational to think that the content of past interactions is liable to influence the manner the customer enters upcoming interactions in a similar context (be it with the same employee, the same company, or even another company of the same sector) The intensity of customer participation The customer does not always participate the same way, or even with the same intensity in the production process. To illustrate this, the definition of Dabholkar (1990) mentions the degree to which the customer is involved [ ], and the one of Hsieh and Yen (2005), the extent to which customers provide resources [ ] (italics added by us). Determining the optimal level of customer participation is strategic (Bowen, 1986). Nevertheless, it is highly contingent upon a sector of activity, and even upon a company, as it depends on the organization and the strategy of the firm (Bitner et al., 1997; Larsson and Bowen, 1989; Mills and Morris, 1986). As a result, the literature provides continuums of participation that can help to determine the customer s role size, i.e. the importance of the participation (Rodie and Kleine, 2000). Thus, in the case of a service, Bowen (1986) distinguishes between two situations: the ones when the customer is a co-producer with other employees, and the ones when he can be considered as the sole producer. Before him, Fitzsimmons (1985) had underlined that it was possible to envisage a spectrum of services production and distribution, from Do-It-Yourself (DIY) to an entire dependence vis-à-vis the service provider. Kelley et al. (1990) also propose two extremes of customer participation. On the one hand, if the customer is familiar with the service, his participation will be rather mechanical: his efforts, in particular cognitive efforts, will be negligible. In such a situation, the customer may be qualified as an expert (Bateson, 2002). On the other hand, if the customer is a novice (Bateson, 2002), i.e. is not familiar with the service, or if the service induces important mental of physical efforts, the customer will be engrossed in his participation (Kelley et al., 1990). Meuter and Bitner (1998) make a distinction between three situations: firm production, joint production and customer production. In the first case, the product is produced entirely by the firm and its employees, without any participation by the customer. In the case of joint production, the customer interacts with the firm s contact employees to participate in the 18
20 production. And, as indicated by its name, customer production is a situation in which the customer entirely produces the product, without any intervention by the firm s employees. This last kind of situation is more and more frequent, alongside with the development of more and more sophisticated self-service technologies (Meuter et al., 2005; Curran and Meuter, 2005). Finally, Bitner et al. (1997) differentiate between three levels of customer participation (low, moderate, and high), that depend on the degree of standardization of the product Determinants of customer-participation What precedes casts some light on what customer participation is. Nonetheless, by no means it informs us about the reasons why the customer participates. According to the literature, there are two different kinds of determinants that explain the participation of the customer: the first one relies on the customer himself, whereas the second one depends on the firm that needs the participation. Surely, these two set of factors are related to each other Customer-based determinants Following Bowen (1986), Rodie and Kleine (2000) propose three determinants of customer participation: the size of the participation, i.e. the part of the product the customer produces and / or delivers herself, the customer ability to participate, and the willingness to participate. Meuter et al. (2005) identify customer ability, role clarity (is what the customer has to do clear to him?), and customer motivation. Lengnick-Hall et al.. (2000) emphasize three main factors: perceived role clarity (how clearly does the customer perceive what he has to do?), customer s ability or technical competence, and customer s motivation to participate. And finally, Goodwin (1988) insists on the need for the customers to be aware of their role in the production process (customer awareness). Accordingly, we focus here on the subsequent four customer-based determinants: customer awareness; perceived role clarity; perceived ability; and motivation to participate. To the best of our knowledge, customer awareness is the least studied customer-based determinant of customer participation. It refers to a process of socialization followed by the customer while learning different roles that are specific to the characteristics of hiher participation (Goodwin, 1988; Kelley et al., 1990). Indeed, the customer has to become aware, then learn and finally know how and when to adopt and display the behavior demanded to participate in a production process (e.g. what actions, what to bring, etc.). Stated otherwise, the customer has to identify with a particular set of behaviors, a process which 19
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Should Ross Taylor have made himself available for the tour of South Africa?
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New Zealand Cricket boss David White was insistent that Ross Taylor turned down the Black Caps' test captaincy rather than being sacked and replaced by Brendon McCullum.
That was the party line as White confirmed the change in command for the New Zealand team at a press conference in Auckland today.
The upshot is that McCullum will lead the Black Caps in all three forms of the international game - tests, ODIs and T20s - starting with the coming tour of South Africa.
White said the initial recommendation of new coach Mike Hesson was to retain Taylor as test captain and have McCullum take over as skipper for the shorter versions. This was approved by the board.
Hesson had come to this conclusion after reviewing his two tours to India and Sri Lanka and the T20 World Cup in Sri Lanka.
But a clearly disappointed Taylor had declined the offer of splitting the captaincy and had also decided to take a break from the international game by not touring South Africa.
White was confident Taylor would return to the Black Caps for the home series against England in the new year.
"Mike's assessment was that he wanted to share the captaincy workload," White said.
"He thought the best environment for Ross to develop his captaincy was in the tests."
White confirmed Taylor wanted to stay as captain of all three forms of the game. Clearly Taylor refused to back down from that stance and has decided, instead, to walk away for the time being.
White met Taylor and his manager for three hours yesterday "looking at a number of options, including just to play in the tests" in South Africa.
"He thought long and hard about it but felt he needed a break."
That leaves the Black Caps without their best batsman to play the No 1 ranked team in the world.
"It's not ideal and we would be a stronger team with Ross in it. But we respect his wishes," White said.
White didn't agree with suggestions that Taylor had lost the support of his players.
"I don't believe he lost the dressing room. He is well respected," White said.
The chief executive admitted the saga had been a messy affair and he wasn't happy it had played out publicly in the media. This hadn't been helped by his absence overseas at International Cricket Council meetings.
White said he had discussions with Hesson during the recent tour of Sri Lanka that finished with Taylor gaining man of the match honours for his batting after he oversaw a rare victory.
"There was consultation," White admitted.
With the short time between tours Hesson had "wanted to get the process under way". He also "wanted to be up front and honest about the changes" and "didn't want Ross to hear it second hand".
White said he phoned McCullum last night to offer him the captaincy and that had been accepted. McCullum had been delighted and honoured to take on the job but also felt for Taylor and the difficult circumstances.
McCullum is New Zealand's 28th test captain, though it's a position he has previously held, standing in for the injured Taylor.
The two have had a long rivalry for the position. They were head to head candidates for the job last year - some have described it as US Presidential-style race - with Taylor eventually gaining the confidence of the NZC board when appointing him in June, 2011.
But the appointment of Hesson to replace John Wright as coach of the New Zealand team placed heat on Taylor because of Hesson's strong relationship with McCullum through their previous work together at Otago.
The first cracks in the Hesson-Taylor relationship appeared at the T20 World Cup when Hesson got tongues wagging with an ambiguous answer to a question about Taylor's captaincy for the three forms of the game.
''All I can say is at the moment Ross Taylor is captain of the Black Caps. That's a board decision and Ross and I have been working pretty hard together, obviously, for this tournament,'' said Hesson.
From there it has spiralled to today's extraordinary announcement.
- Fairfax Media
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Results in Campagnolo Bicycle Wheels and Wheelset
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Description: Brandlesholme Old Hall
Grade: II*
Date Listed: 29 January 1985
English Heritage Building ID: 210598
OS Grid Reference: SD7877213210
OS Grid Coordinates: 378772, 413210
Latitude/Longitude: 53.6150, -2.3223
Location: B6214, Bury BL8 4LS
Locality: Bury
County: Bury
Country: England
Postcode: BL8 4LS
Incorrect location/postcode? Submit a correction!
- Brandlesholme Old Hall
Originally an open-hall cruck-framed house, originating in C13, altered and extended
in C16. Remodelled 1849. Front of 2 unequal advanced 2-storeyed gables with porch
between. Rendered. Wide plain C19 barge-boards, rounded at bases. Moulded oriel
window of C19 to each gable (but upper one on left gable is plain horizontal window).
Behind and to left, at right-angles to gable wings, is the tall l½-storey range with
steep slate roof which contains the medieval hall, with wide, well-formed upper cruck
frame, ceiled with joists on heavy cross-beams in C16 or C17. South front originally
"black-and-white" C16 range kitchen, parlour, etc, was rebuilt in gabled style in
1849, became Brandlesholme Hall and is not included. In time of Henry I it was resi-
dence of bailiff to Montbegon and later de Lacey lands whose name was Brandlesholme.
By marriage, house descended to Greenhalghs who remained for 11 generations till 1730s.
John Greenhalgh was made Governor of Isle of Man by Early of Derby in 1640, fought
with distinction at Worcester and died of wounds same year.
Listing NGR: SD7877213210
This text is a legacy record and has not been updated since the building was originally listed. Details of the building may have changed in the intervening time. You should not rely on this listing as an accurate description of the building.
Source: English Heritage
Listed building text is © Crown Copyright. Reproduced under licence.


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Publisher: JR Comics
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Cunard's Queen Mary 2 to Get a Big RefurbishmentJuly 15, 2015 By: Newswire
As Cunard celebrates its 175th anniversary with the New York arrival of its flagship, Queen Mary 2, the line has announced the vessel will undergo an extensive 25 day dry dock refurbishment at the Blohm+Voss Shipyard in Hamburg, Germany, from May 27 to June 21, 2016.
The refurbishment will refresh guest interior spaces and introduce a number of new amenities, including:
- 15 new single staterooms aimed at both guests traveling alone and singles traveling as part of a multigenerational group
- 30 additional Britannia Club Balcony Staterooms. Guests travelling in these staterooms will be able to dine at a time of their own choosing in the dedicated Britannia Club restaurant, which will be expanded.
- 10 more kennels for four-legged travelers, adding to the ship's 12 existing kennels for dogs and cats, which frequently sell out.
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Further details on the refresh will be announced over the coming months.
Visit www.cunard.com


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British & Irish Lions team of the week
After a captivating weekend of Champions Cup action we take a look at the players that might have been chosen on their performances in round two.
After a captivating weekend of Champions Cup action we take a look at the players that might have been chosen on their performances in round two.
For the first time in 107 years, Twickenham played host to a new sport. Tom Hamilton assesses the NFL experience at the home of England Rugby.
Wasps fought back to secure a draw at Toulouse, Munster began their campaign after an emotional week, Connacht went to the top of Pool Two and Saracens continued to impress.
A last gasp Nathan Hughes try, converted by Jimmy Gopperth secured a 20-20 draw for Wasps against Toulouse in Champions Cup Pool Two action.
An inspired Munster secured a 38-17 bonus point win over Glasgow Warriors
Connacht went top of Champions Cup Pool Two after a convincing 40-7 win over Zebre in Italy.
Wales' Warren Gatland was given fresh injury concerns ahead of their November internationals as Liam Williams and Jake Ball went off injured during Scarlets' Champions Cup defeat to Saracens.
Falcons run in eight tries for comfortable 50-7 victory in the European Challenge Cup.
Saracens made it 11 straight wins in the Champions Cup with a bonus-point 44-26 victory over Scarlets at Allianz Park.
Ulster bounced back to their defeat to Bordeaux Begles last week with a 19-18 victory over Exeter Cheifs at Kinspan Stadium in the Champions Cup.
Castres powered to a 41-7 win over Northampton Saints in pool 4 of the European Champions Cup.
The Wallabies coach says upon his return to Sydney that "I'm entitled to voice my opinion, right or wrong".
The All Blacks have created history, but given the ridiculous and completely unfathomable TMO call against Australia, we must remember their winning streak and not their 18th victory, writes Sam Bruce.
Munster director of rugby Rassie Erasmus described the small details which things which made Saturday's visit of Glasgow difficult, a day after former captain Anthony Foley was laid to rest.
South Africa coach Allister Coetzee has called up four uncapped players for their end-of-year northern hemisphere tour but there is no place in the 33-man squad for Duane Vermeulen.
All the reaction from around the European Champions Cup Round 2 as Toulon got back to winning ways and Munster remembered Anthony Foley.
The All Blacks eased past the Wallabies and into the record books with an 18th straight Test win, but the Bledisloe Cup clash in Auckland wasn't without controversy.
Clermont ran in six tries in a 49-33 demolition of Bordeaux Begles in the Champions Cup.
Edinburgh edged past Harlequins 36-35 in thrilling encounter in the European Challenge Cup.
The Toyota Free State Cheetahs are Currie Cup Champions having defeated the Blue Bulls 36-16 in Bloemfontein.
For the first time in 107 years, Twickenham played host to a new sport. Tom Hamilton assesses the NFL experience at the home of England Rugby.
Watch the very best in U.S. sport LIVE and on-demand with ESPN Player. Available across Europe, subscribe today.


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GroundRex has won 5,397 Achievements and 9 Challenges in 230 games and 5 apps
Registered on 19 Jul 11
| Last visited 07 Nov 15 | Last scanned yesterday at 22:34 by TA Scanner 4
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I'm at 41, I did wave 2-10 by myself on Impact after all the douche randoms dropped out
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35 achievements out of 67 won | 123,715 tracked gamers have this game | Last played 22 Jun 16
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Copyright © 2016 TrueGaming Network
Ltd, All Rights Reserved
Xbox, Xbox Live, and all other Xbox Live specific terms are registered trademarks of Microsoft Corp.
TrueAchievements is a proud member of the Xbox Community Developer Program
Concept, Design, Programming and Server Stuff by Rich Stone
aka TrueAchievement
Available on Mobile (beta)


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Learners investigate and explore the three states of matter. They read and discuss the NASA article "The Engine That Does More," identify examples of each state of matter, and as a class complete a section of two worksheets. They participate in a matter role-play activity, and complete the questions on the worksheets.
K - 4th Science 31 Views 116 Downloads
Resource Details
What Members Say
- Jonathan M.
- Wichita, KS


text:
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CHO OYU, Nepal Russian daredevil Valery Rozov leapt from a height of 7,700 metres (8,421 yards) off the Himalayan mountain Cho Oyu and spiralled without a parachute for 90 seconds in a BASE jumping world record attempt. The 51-year-old extreme ...Reuters UK, 1 day ago Russian BASE jumps from 7,700 metres in Himalayas Yahoo! UK and Ireland, 1 day ago Russian Rozov BASE jumps from 7,700 meters in Himalayas Daily Times, 1 day ago
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2 Polish mountain climbers die in the Himalayas
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Teledyne Technologies Incorporated (NYSE:TDY) today announced that Jason
VanWees, Senior Vice President, Strategy and Mergers & Acquisitions,
will present at the 18th Annual Needham Growth Conference on Wednesday,
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A live webcast of Teledyne Technologies' conference presentation may be
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In addition, Teledyne Technologies' latest investor presentation is
publicly available on the company's website.
Teledyne Technologies is a leading provider of sophisticated
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United Kingdom, and Western and Northern Europe. For more information,
visit Teledyne Technologies' website at www.teledyne.com.
Forward-Looking Information Cautionary Notice
Teledyne's investor relations presentation contains forward-looking
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Many factors could change the anticipated results, including without
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View source version on businesswire.com: http://www.businesswire.com/news/home/20160112006423/en/
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Renal histopathology in hypertensive diabetic patients.
A total of 250 renal biopsy specimens from diabetic patients and from the kidneys of 400 autopsy cases were examined histologically and compared to kidneys from 160 autopsied nondiabetics. The morphological findings were assessed in relation to hypertension. There was a high prevalence of arteriolosclerosis, glomerulosclerosis, and pyelonephritis; in addition, early diabetic glomerulopathy and glomerulonephritis, particularly of the membranous type, were noted in a remarkably high percentage of diabetic patients. Ninety-three percent of patients with hypertension had arteriolosclerosis, and a good correlation existed between the extent of this lesion and the level of blood pressure. Even in 66% of normotensive patients, however, arteriolosclerosis was found. This fact and the involvement of the vas efferens argue against the notion of arteriolosclerosis being exclusively a sequela of hypertension. More than 70% of patients with glomerulosclerosis suffered from hypertension, compared to less than 50% of patients without either that condition or early diabetic lesions. The majority of diabetic patients with pyelonephritis and glomerulonephritis were hypertensive. We conclude that hypertension in diabetic patients with renal involvement may result from different renal lesions that can be differentiated only by histological examination.
- Copyright © 1985 by American Heart Association
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- Renal histopathology in hypertensive diabetic patients.G DitscherleinHypertension. 1985;7:II29, originally published November 1, 1985http://dx.doi.org/10.1161/01.HYP.7.6_Pt_2.II29
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- Renal histopathology in hypertensive diabetic patients.G DitscherleinHypertension. 1985;7:II29, originally published November 1, 1985http://dx.doi.org/10.1161/01.HYP.7.6_Pt_2.II29
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USA: In senate testimony, NFPA supports appropriate use of microbiological testing in food safety system
Microbiological testing can provide important information to help produce safe foods, but only if the testing and any standards applied are science-based and used appropriately, the National Food Processors Association (NFPA) told a Senate Agriculture Committee hearing today."Microbiological standards are not a new concept, as they have been applied for decades in the processed food area," said Dane Bernard, NFPA's Vice President of Food Safety Programs.
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