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Co‐creating unique value with customers
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2004
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Customer ExperienceCustomer SatisfactionUnique ValueValue TheoryConsumer ResearchCompany‐centric Value CreationSustainable Value CreationManagementValue NetworkCo-creationDart ModelBrand BuildingNew Product DevelopmentCustomer InvolvementValue CreationHealth SciencesBrand DevelopmentValue Co-creationMarketingConsumer-driven Product DevelopmentInteractive MarketingBusinessBusiness Strategy
Traditional company‑centric value creation is becoming obsolete, and competition will shift to personalized co‑creation experiences that rely on active consumer participation. The authors identify a new frontier in value creation, highlighting fresh opportunities. They propose the DART model to manage co‑creation of value processes.
The traditional system of company‐centric value creation (that has served us so well over the past 100 years) is becoming obsolete. Leaders now need a new frame of reference for value creation. In the emergent economy, competition will center on personalized co‐creation experiences, resulting in value that is truly unique to each individual. The authors see a new frontier in value creation emerging, replete with fresh opportunities. In this new frontier the role of the consumer has changed from isolated to connected, from unaware to informed, from passive to active. As a result, companies can no longer act autonomously, designing products, developing production processes, crafting marketing messages, and controlling sales channels with little or no interference from consumers. Armed with new tools and dissatisfied with available choices, consumers want to interact with firms and thereby co‐create value. The use of interaction as a basis for co‐creation is at the crux of our emerging reality. The co‐creation experience of the consumer becomes the very basis of value. The authors offer a DART model for managing co‐creation of value processes.