Abstract
Explores practitioner views as to how to formulate strategies for adding value and, hence, gain competitive advantage, given the characteristics of many services and the resultant implications for consumer evaluation of offerings. In particular, the case of retail financial services exhibiting increased complexity, intangibility and impalpability in the eyes of most consumers. Finds that the features and quality of the core service provided are judged by managers to be more important in adding value to more complex services, as are organisational factors such as image and reputation. Price is perceived to be significantly more important in adding value to more simple, rather that complex, offering. Presents conclusions and explores managerial implications.
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