Service Dominant Logic Perspective


This study will be developed in an essay format, and that the study will be developed in the form of an essay. The basics of the journal which has been provided are related to the service-dominant logic perspective and that it forms the basics of the study. The first section of the study will be developed in the form of a literature review will focusing on service dominant-leadership, and will focus on the concept of customer lifetime value. The second section of the study will be providing an analysis of the case study which will further be associated with Unilever while assessing the business information in terms of service-dominant leadership. This study will further provide a short summary, which will illustrate all the findings of the study.

Task 1.1 (Literature Review)

Service-dominant leadership is directly associated with Business to Business (B2B) marketing activities As stated by Osborne(2018), Customer Lifetime Value (CLV) is one of the most significant concepts which is related to Service-dominant leadership. The most significant activity of CLV is that it helps in developing a relationship with the customers by fostering multiple transactions which are observed by developing trust and commitment. CLV further helps in developing the overall profit level of the business organization. In service-dominant leadership, CLV is related to the creation of value, establishing a significant relationship in the competitive market, and that it further helps in developing the value of the market, which is important for managing the value proposition activities of the business.

As opined by Lai, Jackson and Jiang(2017), CLV tends to be important for the business organization, as it ensures the business with a higher level of profit, and that it is important for maintaining a competitive position in the market. CLV can be defined as the average amount of money that the customers are likely to spend on the business while managing the relationship to that of the customers for their entire period of time. It further provides information to the customers regarding their importance in managing the organizational operations. It was further noted that it helps in tracking the experience of the customers and that it was involved in the customer experience program. On the other hand Hietanen, Andéhn and Bradshaw(2018), CLV ensures that the customer is valuable for an unlimited period of time and that it helps in managing the first purchase activities. It is further related to a metric that is important for managing the reasonable costing which tends to be reasonable, and that it is related to managing the cost per acquisition activities. It is also related to managing the customer equity of the business. It was further been noted that CLV in relation to service-dominant leadership helps in managing the discreet transactions of the business which is important for developing the value for the customers and that it helps in managing the market domestication activities. The S-D logic is related to developing the service exchange activities, and it helps in developing the interdependence of the customers with the business, and that it helps in managing the organizational operations to that of the value creation matrix. 

As stated by Eletxigerra, Barrutia and Echebarria (2018), S-D logic helps in managing the transcending of different goods and services which are related to CLV and that it is important for generating value for the customers. Service-dominant logic (S-D logic), helps in generating the opportunity of the business which is related to the development of production capability, and that it further enhances the satisfaction level of the customers. This significant logic further helps in transitioning the activities, which is required for developing higher value, and that it further helps in managing the ecosystem activities. The transitioning activities turn out to be business-centric which is further related to the development of the ecosystem conditions, and further, it helps in conducting effective marketing of the business because of which the sales of the business development and that the customers are regarded to be the beneficiary. It further helps in developing collaboration between the product and service information of the business, and it helps in obtaining information regarding the customer reviews.

Task 1.2 (Case study analysis)

While conducting the assessment of the selected research topic the service-dominant logic-based perspective is considered. However, in this case, the context of Unilever Plc has been undertaken for conducting further assessment. Apart from that, based on this selected logical perspective from the case study assessment, it can be recognised that the service-dominant logic mainly assists the business organizations to transcend and conceptualise all of the primary operational activities of a business organisation and align them along with the operational networks of value creation.

In relation to the context of Unilever Plc, it can be stated that as the management of the organisation manages to conceptualise all of the higher operational foundations a better understanding in between the correspondents and offered services can be maintained in an apt manner. As per the provided case scenario, it can be understood that the concept of B2B marketing has been one of the highly integrated parts of marketing relationship that is also pre-dominantly aligned with the service-dominant logic (Pels and Vargo, 2009). The service exchange isolates is also one of the constitute art of the services and marketing mix strategy, used by Unilever Plc. Unilever is one of the significant successful retail organisation of the United Kingdom. Service dominant logic is also one of the highly integrated parts of the operational portfolio of the organisation as it has its reach in mostly all of the retail industries. On the other hand, based on the terms of operational inter-activities the orientation of value creation can gain new and enhanced dynamics so that the industrial needs can be successfully met by the management of Unilever (Peterset al. 2017). Therefore, both the exchanges and transactions might take their places based on different and discrete instances. However, in the case of the retail business and brand development, Unilever may face such instances in which, the organisation may need to unfold their extended operational strategies. The instances may also change its impacts on the business operations based on the knowledge and priorities of the consumers upon the offered services of the company (Osborne, 2018). Apart from that, to achieve significant service-based dominants, the managers of Unilever need to successfully unfold their co-creative and value creation nature so that, the business operations can create rational and the sense that might combine and made the offerings far more interactive collaborative.

Unilever Plc may also gain additional support in creating the value and conceptualise the basic relationships of several reciprocal roles so that the development of customer relationship can serve significant support to the organisational framework for ensuing further development. Based on the reciprocal roles of the value-creating activities and conceptualised relationships it can be understood that the service-centred view of the customer-oriented perspectives can also assist Unilever to develop a normative response to all of the customer-oriented aspects in a significant way (Vargoet al. 2020). Apart from that, it can be understood that as the development of the customer relationship becomes the only way for becoming competitive within the industrial competitiveness, development of business patronage and value-oriented perspective can serve a significant advantage to the management of Unilever that might make the service-oriented logic far more extensive and précised for the organisation and its operational managers as well.


Based on the above discussion it can be understood that service-dominant logic is one of the most specific aspects for a business organization that might develop a transcending conceptualised relationship in the between the organisational operations and the company itself. The entire discussion is divided into two of the specific parts, in part one discussion have been provided based on the customer lifetime value and in part two apt discussion, have been provided based on the given case scenario. In this case, the discussion has been provided based on the organisational perspective of Unilever PLC. At the second section of the assessment, the concept of service-dominant logical perspective has been covered. 


Eletxigerra, A., Barrutia, J.M. and Echebarria, C., 2018. Place marketing examined through a service-dominant logic lens: A review. Journal of Destination Marketing & Management9, pp.72-84.

Hietanen, J., Andéhn, M. and Bradshaw, A., 2018. Against the implicit politics of service-dominant logic. Marketing Theory18(1), pp.101-11

Lai, C.T., Jackson, P.R. and Jiang, W., 2017. Shifting paradigm to service-dominant logic via Internet-of-Things with applications in the elevators industry. Journal of Management Analytics4(1), pp.35-54.

Osborne, S.P., 2018. From public service-dominant logic to public service logic: are public service organizations capable of co-production and value co-creation?.

Osborne, S.P., 2018. From public service-dominant logic to public service logic: are public service organizations capable of co-production and value co-creation?.

Pels, J. and Vargo, S.L., 2009. Toward a transcending conceptualization of relationship: a service?dominant logic perspective. Journal of Business & Industrial Marketing. Available at:

Peters, H.P., Schrauwen, P., Verhoef, P., Byrne, C.D., Mela, D.J., Pfeiffer, A.F., Risérus, U., Rosendaal, F.R. and Schrauwen-Hinderling, V., 2017. Liver fat: a relevant target for dietary intervention? Summary of a Unilever workshop. Journal of nutritional science, 6.

Vargo, S.L., Lusch, R.F., Akaka, M.A. and He, Y., 2020. Service-dominant logic. The Routledge Handbook of Service Research Insights and Ideas, p.3.

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