APPLICABILITY OF WEB-BASED INFORMATION SYSTEMS

FOR SMALL KNOWLEDGE-ORIENTED SERVICE COMPANIES

Case Study from Finland

Erno Salmela, Ari Happonen

Department of Industrial Engineering and Management, Lappeenranta University of Technology

P.O. Box 20, 53851 Lappeenranta, Finland

Jukka Hemilä

VTT Technical Research Centre of Finland, P.O. Box 1000, FI-02044 VTT, Finland

Keywords: Project management, SME, knowledge management, e-business, ERP, web.

Abstract: The aim of this study was to explore the applicability of web-based information systems to the business

processes of small knowledge-oriented service companies from Finland. The study explains the current

status of web applications in the corporate sector researched, and discusses the future possibilities for

applying web-based information systems, taking into consideration the special features of the sector. The

applications have mainly been focused on contacts with authorities, paying invoices, marketing on public

web sites and extranet services for customers. In two of the cases, web systems were used rather extensively

in service processes. These two cases were far ahead of the others in applying web-based systems. However,

also they applied web-based solutions mainly in the company's internal processes. In the studied companies,

the application of web systems should in the future focus more on knowledge management support than on

the automation of individual transactions. In many of the studied cases, the automation of transactions is not

even sensible due to their small number. The application of web technologies to knowledge-oriented work

based on creativity and innovation seems, however, to be challenging since the related processes normally

produce unique solutions tailored to customers’ needs, which cannot easily be replicated and thus

automated. Therefore, the automation of the entire creative process is impossible, but web technologies may

produce added value to individual stages of the creative process, such as collecting and distributing data.

1 INTRODUCTION

The service sector has been growing furiously over

the past decade, and services (e.g. consultancy and

research) have become a fundamental means of

competitive advantage and profit for firms. Services

are characteristically intangible, non-storable and

customer-specific, and the service process overlaps

with production and consumption. Some service

companies provide only services, with no tangible

products attached. Information and knowledge plays

a particularly prominent role in the delivery,

coordination and quality assurance of services.

Services are dependent on the people in the service

process, but also include technology-based systems,

which require both management and integration. The

service process can be partly automated, but human

interaction is also needed (Brännback&Carsrud,

2002). There is room for improvement in the service

sector since very few service organisations manage

their processes effectively (Perkins-Munn&Chen,

2004).

Although the service sector has been growing,

there has been little research about service processes

in the service sector supply chains compared to the

manufacturing sector. However, best practices of

processes from thr manufacturing sector cannot be

directly utilised in the service business (Ellram et al.,

2004). More specifically, there is a gap in the

research of application of ICT (Information and

Communication Technology) in small knowledge-

oriented service companies.

Salmela E., Happonen A. and Hemilä J. (2007).

APPLICABILITY OF WEB-BASED INFORMATION SYSTEMS FOR SMALL KNOWLEDGE-ORIENTED SERVICE COMPANIES - Case Study from

Finland.

In Proceedings of the Third International Conference on Web Information Systems and Technologies - Society, e-Business and e-Government /

e-Learning, pages 13-20

DOI: 10.5220/0001266600130020

 SciTePress

2 METHODS

The aim of this study was to explore the

applicability of web-based information systems to

the business processes of small knowledge-oriented

expert companies from Finland. The study explains

the current status of web applications in the cases

researched, and discusses the future possibilities for

applying web-based information systems, taking into

consideration the special features of the sector.

Data for the research was collected from 20

small or micro-sized Finnish companies. On the

Finnish scale, micro-sized enterprises have 1-9

employees and small-sized enterprises under 50

employees (Yrittäjät website, 2003). The data was

mainly gathered from projects carried out by the

studied cases, where the researcher was involved as

a project manager, steering group member or expert.

Moreover, data was collected through semi-

structured interviews. Two cases were examined in

more detail because the companies in question

clearly applied web-based systems more

comprehensively. The number of cases (20) allows

the generalisation of the results to a certain extent.

Based on the studied cases, this study answers

questions introduced in the following:

• In which core processes of the service

business did the studied cases apply the

web solutions?

• What added value did the studied cases

achieve from the web solutions?

• At which stage were the studied cases in

internal (ERP) and external (e-business)

system integration?

Three theoretical frameworks were utilised to

help answer the questions above. These frameworks

were core processes of the service business, value

drivers in e-business and the ERP-/e-business

matrix. They are introduced in subsections 2.1, 2.2

and 2.3.

Furthermore, this study answers the questions:

• What kind of web solution was the most

progressive among the studied cases?

• Why did some cases utilise web

technologies considerably more

comprehensively than others?

In this study, the “service” concept means

business services that companies provide for their

customers. These services can include for example

consultancy and research services. The “knowledge-

oriented” concept means that in the service

production process, the intangible human resources

are more important than tangible resources. Web-

based applications refer to solutions built on web

and data transmission technologies (e.g. TCP/IP

protocol, HTML, Flash, web server). In addition, the

applications can be used on a web browser if the

information is meant for human access. On the other

hand, if the data is transmitted from one system to

another, it is done through the Internet. In this

context, it must be considered the fact that web

technologies can be applied both to the company’s

internal ERP (Enterprise Resource Planning) system

and to the e-business system for external

communication. ERP thus integrates internal

processes, functions and systems, where the users of

the system are company personnel. On the other

hand, e-business integrates processes, functions and

systems between companies. The use of e-mail is not

considered as application of a web-based system in

this study.

2.1 Core Processes in Service Business

Ellram et al. (2004) divides the core processes in the

service business into capacity, demand, relationship,

service delivery, cash flow and information flow

management. The explanations of these core

processes are introduced in Table 1.

2.2 Added Value from Web Solutions

Applying web-based systems in business can lead to

added value in the form of increased purchasing

power, improved process efficiency, shorter

turnaround times, innovations, improved market

efficiency, an expanded market, enhanced customer

responsiveness, more efficient usability of capacity

and resources, disintermediation of non-value-added

processes (Means&Schneider, 2000), more efficient

delivery and more holistic service for customers

(Nickles et al., 1998).

According to March (1991), actions in

organisations can be categorised as either

exploitation or exploration. In exploitation, the goal

is to improve operational efficiencies by

streamlining the processes. In exploration, the goal

is to learn about the environment and discover novel

ways of creating value or solving problems by

innovating. Suppliers must understand market trends

and customer preferences and use that knowledge in

various ways in exploration. Thus exploitation is

about process management, while exploration is

about knowledge management. According to

Subramani (2004), competitive performance is a

combination of operational and strategic benefits.

However, knowledge specificity is more potent than

business process specificity as a basis for deriving

strategic

advantage.

Application of e-business can be divided into

transaction and collaboration tools (Turban et al.,

2002). Transaction tools focus mainly on making the

WEBIST 2007 - International Conference on Web Information Systems and Technologies

elements involved in transactions and processes

more efficient. Information system integration is

an example of this. It transfers transactions

between two companies from one system to

another without manual work. Transaction tools

are best suited for repetitive routine transactions

that require a great deal of manual work, such as

orders and invoicing. Collaboration tools focus

more on knowledge management and improving

the performance of entire processes. Collaboration

tools include e.g. project management systems and

design and forecasting tools.

Transaction theory has established that

operative transaction costs can be reduced by

applying ICT, but the theory does not give explicit

answers regarding the benefits of ICT in

collaborative data exchange. Collaborative ICT

solutions may even increase transaction costs, but

they nevertheless help deepen the partnership,

improve the control of exchanged data and make it

unprofitable to change suppliers (Bunduchi, 2005).

2.3 Phase of Internal and External

System Integration

An ERP-/e-business matrix, introduced in Table 2,

describes how the company or company network is

positioned on an evolution map of internal and

external system integration. In the matrix, the

internal ERP evolution is located on the vertical

axis and the external e-business evolution locates

on the horizontal axis (Norris et. al, 2000).

The

matrix has been developed for large enterprises

which have numerous business units. In this study,

the matrix is adapted for small companies so that

an “Integrated company network ERP“ concept is

used instead of “Integrated enterprise ERP”

concept. Explanations of the concepts in the ERP-

/e-business matrix are introduced in Table 3.

Table 2: ERP-/e-business matrix (Norris et. al, 2000; adapted).

e-business

ERP

No e-business

capabilities

Channel

enhancement

Value chain

integration

Industry

transformation

Convergence

Greenfield

Non-integrated systems

Limited/single function ERP

Integrated company ERP

Integrated company network ERP

Table 1: The explanations of core processes in service business (Ellram et al., 2004; Turban et al., 2002).

Capacity management. Capacity allows a supply chain to increase its level of production to respond to customer

demand. Capacity management is important in the service sector because services usually cannot be inventoried.

Capacity information can include data about the availability of staff, skills and equipment needed in the service work.

Demand management. The starting point of demand management is to recognise factors that influence customer

demand. After that, different methods (e.g. campaigns) can be utilised to manage demand. Demand planning is a sub-

process of demand management. Demand can be planned for example by forecasting.

Relationship management. This can be divided into customer (CRM) and supplier relationship management (SRM).

CRM is about a good understanding of customer needs and how to meet those needs. For example, marketing, sales and

after-sales are sub-processes of CRM. SRM is about aligning the processes of the company and its suppliers to improve

the performance of the supply chain through e.g. common strategies and business plans. Operations analysis is also a

sub-process of CRM and SRM and it includes e.g. the analysis of different performance indicators.

Service delivery management. In service level agreements, a buyer clarifies the specifications and expectations for the

service provider. Sub-processes of service delivery management include e.g. order management, scheduling and

allocating of work, execution of work, reporting of working time, steering of work (e.g. working instructions), dispatch

management (e.g. notice status of work and alert exceptions), and collecting feedback about the service work.

Cash flow management is the management of revenues and expenses. Cash flow management also includes for example

the determination the invoicing practices (for example utilization of aggregation invoices and terms of payment) and

payroll management.

Information flow management is needed in the service business to better manage the core processes.

APPLICABILITY OF WEB-BASED INFORMATION SYSTEMS FOR SMALL KNOWLEDGE-ORIENTED SERVICE

COMPANIES - Case Study from Finland

3 CHARACTERICS OF THE

CASE COMPANIES STUDIED

Each of the 20 case companies had their own unique

characteristics, but the features presented in the

following apply to all. The companies employed

3-15 employees and they mainly provided services

to corporate or public administration customers

operating locally. They provided e.g. educational,

ICT, research, communication, advertising and

consultancy services. As a result from the services,

customers received e.g. marketing material, training

packages, e-business solutions and development

solutions and plans for business processes.

Therefore, the end products were usually intangible

and knowledge-based.

The value chain of the examined cases usually

consisted of marketing and sales, project

management, design, production and post-

marketing. The services were mainly carried out

through projects, and the end products were usually

tailor-made for each customer. In the projects, the

design process was largely based on the expertise,

creativity and problem-solving skills of the

personnel. The success of the design process was

very important for the studied cases because

mistakes made then were costly to correct later. In

addition, errors in design increased the turnaround

time of the project. Both the design and the

production processes were based mainly on human

resources. Thus the most important and utilised

resource were the working hours of personnel. The

projects were usually completed by teams with

representatives from the case company as well as its

customer and/or partner. The teams were typically

composed of two to ten people. Within the

teams, the most important information was

exchanged in face-to-face meetings, whereas less

critical communication was carried out from a

distance by telephone, e-mail or extranet.

The case companies had relatively little project

work (usually several dozen per year), but they were

of great value. The projects were normally launched

through a sales process, and they often had a fixed

project price. However, the number of smaller

commissions from contract customers (the post-

marketing process) was significantly higher. The

commissions were related e.g. to subsequent updates

of end products of projects, such as updates of the

contents of company brochures. The commissions

were normally invoiced based on an hourly fee.

Very few supplies needed to be purchased in the

examined cases since hardly any material was

required and the services were often provided by the

case company personnel.

4 FINDINGS

4.1 Added Value from Web Solutions

and Web-Based Processes

In the studied corporate field, the web was mainly

utilised to support business activities, but the web-

based applications did not, as a rule, bring

significant added value to them. The researched

cases usually obtained the greatest added value from

contacts and tender requests from potential

customers attracted through public web sites.

According to the interviews, the cases had acquired

Table 3: Explanation of the ERP-/ebusiness matrix (Norris et al., 2000; adapted).

ERP Ebusiness

Greenfield. Company has no ERP

solutions.

No e-business capabilities. Company has no e-business solutions. For

example, companiest that utilise only email, are included here.

Non-integrated systems. Company has

non-integrated legacy systems and

applications.

Channel enhancement. The Internet is a business enabler and the company

has some e-business processes with its supply chain partners. However, back

end systems run independently.

Limited/single function ERP.

Company has one or more ERP modules

(e.g. financial and accounting, logistics).

Value chain integration. The company has integrated or/and automated

operational processes with its supply chain partners. Some processes or/and

back end systems of partners are integrated with the company´s own

processes or/and systems.

Integrated company ERP. Company

has ERP system that integrates different

functions.

Industry transformation. The Internet is a business driver and strategic tool.

The value chain includes fully integrated processes and back end systems of

supply chain partners.

Integrated company network ERP.

Company network has common

integrated ERP.

Convergence. Companies from different industries co-operate to provide

holistic solutions for customers (e.g. virtual market places of different

industries).

WEBIST 2007 - International Conference on Web Information Systems and Technologies

contacts through their web sites that they would not

have got through traditional marketing channels.

Thus public web sites can be considered to have

expanded the market to some extent. Slight added

value was obtained also from more efficient

delivery, when material was distributed to customers

digitally through an extranet. Therefore, web-based

systems were typically applied in customer

relationship and service delivery management

processes to some extent.

In the top two cases that applied web

technologies the most extensively, considerable

added value was achieved because of the web. Both

cases applied the web to their business in a very

similar way. The added value was mainly generated

not only from a growing market and efficient

delivery, but also from improved process efficiency,

shorter delivery cycles for processes and improved

customer responsiveness. The processes, in which

these two cases applied web-based systems, are

introduced in the following.

CRM. This was the umbrella process throughout

the entire life cycle of the customer relationship.

Other main processes were situated under this one.

For instance, CRM drew benefit from deepened

customer relationships due to better information

exchange and from improved customer

responsiveness due to collected data on customer

needs. Also real-time data on customer- and project-

specific performance (e.g. profitability) could be

conveyed to management and employees.

Demand management. E.g. sales were controlled

with the offer and order database from the system.

The offer database was the most important

forecasting tool for the cases.

Service delivery management. Lower transaction

costs due to automated and integrated processes and

more efficient data retrieval. Also delivery cycles

were reduced due to the transparency of data.

Moreover, the quality of information products

created in the service process improved when the

quality of the data improved.

Cash flow management. Cash flow was better

managed with the help of reports from the system.

Payment of salaries and invoicing became more

efficient because of automated invoicing and payroll

calculation. For example, in project invoicing the

invoices were prepared automatically in the offer

stage from product modules with a fixed price

selected from the system. Also external accountants

received data on payrolls and reimbursement of

expenses directly from the system.

4.2 Phase of Internal and External

System Integration

In Table 4, the studied cases are placed in the

ERP/e-business matrix according to the degree of

internal and external integration. The figures in the

cells depict the number of cases in the integration

stage in question.

The ”non-integrated systems & channel

enhancement” stage included the smallest cases with

less than five employees. They usually had public

web sites presenting the company and its services,

i.e. supporting marketing and sales. In addition, the

cases used extranet services provided by a third

party to pay invoices and contact authorities.

The ”limited/single function ERP & channel

enhancement” stage includes cases with public web

sites as well as internal web-based applications, such

as document management, customer and product

registers. Their public-access web sites were usually

more extensive in terms of content and services than

in the previous group. Some of the cases in this

group provided their customers with project data

through an extranet, e.g. memos and

schedules.However, there was no interaction in these

extranets. They merely focused on distributing

information.

The ”integrated company ERP & value chain

integration” and the ”integrated company network

ERP & value chain integration” stages both included

one case. The principal difference between them was

that the other case was a corporate group where all

of the companies used the same application. Both

cases had web-based ERP with integrated internal

processes. Furthermore, the ERP included project-

Table 4: Phase of internal and external integration among the studied cases.

e-business

ERP

No e-business

capabilities

Channel

enhancement

Value chain

integration

Industry

transformation

Convergence

Greenfield

Non-integrated systems 5

Limited/single function ERP 13

Integrated company ERP 1

Integrated company network ERP 1

APPLICABILITY OF WEB-BASED INFORMATION SYSTEMS FOR SMALL KNOWLEDGE-ORIENTED SERVICE

COMPANIES - Case Study from Finland

specific limited views for the main customers. Here

it must be taken into consideration the fact that the

systems of the main customers were not integrated

with the ERP, but the clients accessed the

information through the extranet.

With the exception of four companies, all of the

researched cases used content management systems

that allowed to update the contents and organisation

of their public-access web site without programming

skills. This system was in all cases purchased as an

ASP (Application Service Provider) service from a

third party, i.e. the cases themselves did not have

ownership of the system, but only paid rent for it.

In conclusion, the overall use of information

systems in the companies was minor. In enterprise

resource planning, mainly office applications were

used. To invoicing and accounts payable and

receivable, financial management software was

normally applied. The office and financial

management applications were not web-based as a

rule, but were operated on fixed work stations. The

Internet was used above all to exchange e-mails with

customers and suppliers.

4.3 Description of the Most Progressive

Web Solution found Among the

Researched Cases

Figure 1 presents the systems architecture of the

most progressive web-based solution found among

the researched cases, and the main and sub-

processes to which web-based systems are applied.

Two studied cases have very similar systems

architecture. Most of the processes of both cases

were built on one web-based ERP system. In

addition, the cases applied e.g. a web-based query

programme and content management system. The

user groups with the rights to read and/or write

information are displayed on the right side of the

figure. The groups are divided into public web site,

intranet and extranet users. The arrows point in the

direction of the information flows. The work stations

and networks used are shown next to the arrows.

In these two cases, basically the entire value

chain from marketing to post-marketing was

integrated at the level of operative transactions so

that the information was entered into the system

only once and could then be used in every process

due to continuous work flow. There was a link in the

ERP system to the query programme and the web

site management system. The query tool was used in

surveying project and customer needs as well as

personnel and customer satisfaction.

The most important difference in how the cases

applied the systems was that the group of companies

applied the system to handle working hours and

invoicing for e.g. customer projects for the group as

a whole and for each company separately.

Both cases owned the ERP system they used,

and it was operated on its own web server. However,

the query programme and the content management

programme were rented from a third party as an ASP

service, and it was accessed through the ASP service

provider’s server.

Efficient queries with a number of search

preferences which could be combined freely were an

integral part of all the systems.

5 CONCLUSIONS

In summary, it can be said that web-based solutions

are currently very seldom applied in the activity of

the studied cases. The web-based applications were

typically used in one part of the customer

relationship management process – acquiring new

customers. Thus added value was obtained by

expanding the market through contacts from

potential customers attracted by public-access web

sites. Moreover, web-based applications were used

in the service delivery management process to

deliver information to customers digitally through an

extranet, which brought added value by making the

delivery more efficient.

In many of the studied cases, the automation of

transactions (e.g. orders and invoices) was not

sensible due to their small number. On the other

hand, there were considerable discrepancies in the

number of transactions between the studied cases.

Especially advertising agencies received many

smaller commissions from their customers.

Managing them efficiently would bring savings.

The most progressive web application cases

showed that the web can be applied to business in

very many ways. In these cases, web-based systems

were used quite comprehensively in customer

relationship, demand, service delivery and cash flow

management processes. However, even in these

cases web technologies were mainly used in internal

process management. Yet there is potential for more

extensive external integration towards customers and

suppliers. Furthermore, the application of web-based

systems is focused more on improving the efficiency

of operative processes than on producing added

value e.g. in the form of new business activities.

Why, then, did two cases apply web technologies

more than the rest? The most important reason was

their culture of continuous development, which

aimed at maintaining and strengthening the

company's leading position on the market. The case

WEBIST 2007 - International Conference on Web Information Systems and Technologies

lin

Figure 1: Progressive web-based solution architecture.

(Internet)

Mobile phone

(GPRS) ja PC

(Internet)

PC/MAC

(

Interne

)

(

Internet

)

User groups

A)Intranet

1)Management

2)Production staff

-limited rights to

read/write

3)Mobile personnel

(sales staff &

project managers)

-limited rights to

read/write

B)Extranet

Main customers

-direct access to

ERP

-limited rights to

read

C)Public website

Potential customers

Content management system (ASP)

Customer relationship

management

customer leads

-contact memos

-customer needs

-indicators (e.g. customer

satisfaction, customer and

project profitability)

Cash flow management

-cash flow management

-project invoicing

-aggregate/joint invoices for

commissions

Basic data

-contact information

-product/service structure

-product/service information

-rates

Administration

-user rights and configuration

Query tool (ASP)

Service delivery management

-order management

-project and commission

management

-project planning

(responsibilities and

schedules)

-document management

-assigning tasks, recording

working hours

-after-sales profit calculation

performance indicators

Demand management

-order and offer database

-sales budget

organisations had an open attitude towards

innovative business models and technologies, and

they continuously scanned the web technology

markets to find applications to improve their

business and bring added value to customers.

Another important factor was the size of the case

company. Both enterprises (one of which was a

group of companies) employed over 10 people and

could thus no longer be effectively managed with

manual processes. An essential factor was also the

geographical distribution of the organisations

(offices in different locations and the mobility of

sales personnel and project managers), which

required the distributed application of a centralised

information system. In addition, the number of

transactions was clearly above the average number

of the other cases. The two cases had also made a

strategic decision early on to concentrate their

applications on web-based technologies due to their

flexibility, cost effectiveness, scalability and

integrability.

The web-based solutions of all the cases were

quite new, which means that the application of web-

based solutions in the studied sector is still in its

early stages. quite new, which means that the

application of web-based solutions in the studied

sector is still in its early stages. All of the cases

researched showed an interest in applying the

systems more diversely in the future. Because of

higher transaction volume, small-sized companies

seem to have considerably more potential to gain

operational benefits from web applications

compared to micro-sized companies. In the future,

however, the greatest potential for both small- and

micro-sized companies come from web applications

that focus more on knowledge management support

than on the automation of individual operative

transactions. The application of fully automated web

solutions to expert work based on creativity and

innovation seems, however, to be practically

impossible since the related processes normally

produce unique solutions tailored to customers’

needs, which cannot easily be replicated and thus

automated. However, examples were found on the

standardisation and automation of parts of the

creative process with the help of web-based systems.

One example was the use of a query tool in

surveying customer needs as well as personnel and

customer satisfaction. The different surveys had

something in common: the data collection and

saving processes were standardised, but the data was

always survey-specific. In addition, the data could

be effectively printed as reports with flexible search

preferences.

APPLICABILITY OF WEB-BASED INFORMATION SYSTEMS FOR SMALL KNOWLEDGE-ORIENTED SERVICE

COMPANIES - Case Study from Finland

6 PROPOSED MANAGERIAL

ACTIVITIES AND FUTURE

RESEARCH

In this section, areas for future application of new

web-based solutions are proposed. Development

possibilities can be divided into four main

categories: (a) improved efficiency; (b) improved

service delivery performance; (c) improved

innovativeness; and (d) analysis of performance.

(a) Efficiency can be improved most by

developing content management. Efficient content

management is essential for an expert organisation

because it needs to collect, store, retrieve and

distribute large masses of information. Streamlining

and automating these content management processes

frees time for creative work and shortens turnaround

times.

(b) The service delivery performance of the

cases researched was usually not very good. There

were two main reasons for this: (1) the sales

organisation did not know the available capacity and

promised overly optimistic delivery times; and (2)

an unmanageable project and contents extended

turnaround times. In addition, due to unmanageable

projects, the amount of work-in-progress was not

known very specifically, and consequently, neither

was the available capacity. Especially in

organisations of roughly ten employees, there could

be so many on-going projects and commissions that

new information technology tools for capacity,

project and content management would be useful. A

human being cannot manage these information flows

without such programmes or with mere basic office

applications. The tools should also be flexible

enough to deal with change (e.g. adapt project

schedules) because there are often deviations in the

activity of the case companies, such as rush orders.

companies should concentrate on enhancing the

innovativeness of project results. This means

innovative customer solutions, service concepts and

operational models. A centralised web-based idea

database could be used as an aid in innovation.

Users could enter ideas and customer needs data

through a web browser in a distributed way. The

ideas and customer needs could subsequently be

developed in a face-to-face creative process. Ideas

could also be developed to a certain point in a web-

based discussion forum.

(d) Performance is rarely analysed in the studied

case companies. The calculation methods for the

performance indicator values should be included in

the system, which would allow reports to be

compiled automatically from the initial data entered

into the system.

Further studies could focus more on how web

technologies are applied in practice in the core

processes of small and micro-sized knowledge-

oriented service businesses and how they could be

applied in the future. Further research would then

present different operational models that are or could

be built on web technologies.

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Brännback, M. & Carsrud, A., 2002. A Service Marketing

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