scholarly journals Open Innovations as a form of Customer Value Co-Creation

2021 ◽  
Vol 39 (1) ◽  
pp. 93-118
Author(s):  
Krystyna Mazurek-Łopacińska
Keyword(s):  
Open Innovation ◽  
Customer Value ◽  
Active Role ◽  
User Participation ◽  
Customer Participation ◽  
Customer Engagement ◽  
Demand Side ◽  
Perceived Benefits

Abstract The article aims to present customer participation in value co-creation based on the demand-side approach to innovation. We present the rationale and principles of the demand-side approach to innovation based on user participation. Further, we discuss the forms of customer engagement in customer-company cooperation, customer motivations, and perceived benefits. This article also identifies the open innovation model’s factors and provides practitioners with implementation guidance regarding the demand approach to innovation. Further, this article shows the influence of the customer’s active role and the demand-side approach to innovation on the enterprise, the economy, and society. Finally, we identify possible risks associated with using this approach and their impact on the environment.

Review of Customer Activism Concepts

2021 ◽  
pp. 66-90
Author(s):  
Katarzyna Żyminkowska
Keyword(s):  
Network Management ◽  
Open Innovation ◽  
Innovation Process ◽  
Customer Participation ◽  
Customer Engagement ◽  
Service Dominant Logic ◽  
Resource Based View ◽  
Customer Integration ◽  
Dominant Logic ◽  
Managerial Implications

The concept of customer engagement (CE) refers to the customer activism in value formation which is not a new notion in the marketing and management literature. Existing theories of customer activism constitute particular anchors for systemizing the knowledge on optimal CE and offer considerable value to the developing literature on the profitable CE management. Those notions are associated with two influential metatheories, such as value co-creation and network management, and include prosumption, customer participation, service and service-dominant logic, customer resource integration, extended resource-based view, user and open innovation, and customer integration in innovation process. The main objective of this chapter is to review the above-mentioned concepts in order to recognize their managerial implications which might inform CE management efforts undertaken by managers in each stage of this process. This chapter contributes to a better understanding of the CE management challenges and provides additional insights for advancing the research in this domain.

scholarly journals Salesperson Capability on Co-Creation Value

2017 ◽  
Vol 8 (2) ◽  
Author(s):  
R. A. Marlien ◽  
Alimaskur Alimaskur ◽  
Mulyobudi Setiawan
Keyword(s):  
Financial Services ◽  
Customer Value ◽  
Sampling Technique ◽  
Customer Participation ◽  
Customer Engagement ◽  
Insurance Company ◽  
Life Insurance Company ◽  
Resource Base ◽  
Customer Perceptions ◽  
Resource Base View

This research focuses on the study of customer engagement in planning and deciding on products and services to be purchased through the salesperson. This is a study of the relationships between firms and customers based on collaboration theory, customer value, relationship marketing and resource-base view (RbV).  the development of information technology causes the company to change the paradigm to become customer-centric. Customers are actively involved in creating value that suits the desired and customer experience. Financial services such as insurance is required to establish cooperation or strong collaboration so that both companies and customers get the expected benefits. The method used to analyze the model is multiple regression with a sample of 100 respondents  in the life insurance company customers in Semarang. Sampling technique using purposive sampling. The co-creation value formed from collaborative values, customer perceptions and customer participation with the salesperson capability mediated generates unique co-creation values in accordance with customer wants and needs.

KONFIRMASI LIMA FAKTOR YANG MEMPENGARUHI KEPUASAN PESERTA PEKERJA BUKAN PENERIMA UPAH (PBPU) BPJS KESEHATAN

2019 ◽  
Vol 18 (2) ◽  
pp. 64-74
Author(s):  
Maya Fitri Nuraeni
Keyword(s):  
Customer Value ◽  
Customer Engagement ◽  
Cross Sectional ◽  
Customer Relation Management

Kepuasan pelanggan merupakan suatu pemenuhan harapan pelanggan yang dirasakan sesuai dengan ekspektasi yang diharapkan. Tujuan penelitian Mengetahui pengaruh langsung dan tidak langsung serta besaranya antara faktor Customer Relation Management (CRM), Customer Engagement, Kualitas Layanan, Trust dan Costumer value  Terhadap Kepuasan Peserta PBPU BPJS Kesehatan KC Depok Tahun 2018. Desain penelitian cross sectional. Populasi penelitian keseluruhan peserta di BPJS Kesehatan KC Depok. jumlah sampel dalam penelitian ini adalah smpel 130 peserta PBPU yang berkunjung ke KC Depok. Metode analisis menggunakan SmartPLS 2.0 dan SPSS 16. Hasil penelitian menunjukkan variabel CRM  24,58%, Customer Engagement 19,50 %. Kualitas Layanan 11,93%, Trust 14,36%,Costumer value 6,13%. pengaruh langsung CRM terhadap Customer Engagement 49,96%, CRM terhadap kualitas layanan 66,42%, CRM terhadap Trust 4,38%, CRM terhadap customer value 30,80%, Customer Engagement terhadap kualitas layanan 4,58% Customer Engagement terhadap Trust 15,21%, Customer Engagement terhadap customer value 16,77 Kualitas Layanan terhadap Trust 30,66%, Kualitas Layanan terhadap customer value 11,01%, Trust terhadap customer value 14,54%. Dengan demikian dapat ditarik kesimpulan bahwa  paling mempengaruhi Kepuasan Peserta PBPU BPJS Kesehatan KC Depok, dikarenakan CRM merupakan keseluruhan proses membangun dan memelihara hubungan peserta khususnya PBPU dengan BPJS kesehatan yang akan meminimalisir penurunan kualiatas pelayanan sehingga dapat meningkatkan pelayanan yang lebih baik. BPJS Kesehatan KC Depok diharapkan dapat memberikan pelayanan terbaik bagi npeserta sesuai dengan nilai dasar untuk tercapainya kepuasan pelanggan.

Determinants of Co-creative Behaviour of Patients: A Case Study in Jammu

2016 ◽  
Vol 4 (1) ◽  
Author(s):  
Jyoti Sharma ◽  
Lata Raj ◽  
Anil Gupta
Keyword(s):  
Customer Value ◽  
Research Area ◽  
Point Of View ◽  
Customer Participation ◽  
Citizenship Behavior ◽  
Future Research ◽  
Creative Behavior ◽  
Customer Profiling ◽  
Customer Citizenship Behavior ◽  
Lifestyle Diseases

The purpose of this study is to measure the existence of co-creation behavior between doctors and patients. The research also studies customer participation and customer citizenship behavior as the dimensions of co-creative behavior and tries to establish the relationship between co-creative behavior and satisfaction. This study uses Yi and Gong (2013) scale for collecting data regarding co-creation behavior and its dimensions which are customer participation (CP) and customer citizenship behavior (CCB). The data was collected from 204 patients who were suffering from various chronic/lifestyle diseases and getting their treatment from private clinics in Jammu city. The study uses 7-point Likert scale in the questionnaire ranging from 1 completely disagree through 7 completely agree, with a midpoint labeled 4 neither agree nor disagree. The analysis of paper reflects that co-creation behavior is prevalent among the patients and not only participation but the citizenship behavior also affects the co-creation behavior of patients. The study is conducted from patients point of view whereas doctors perspective should also be used in future research. The research area is restricted to Jammu city only. The research provides several implications-doctors can also use this scale for market segmentation and customer profiling for maximizing customer value co-creation behavior by gaining the useful information.

Value cocreation behavior of customers and companies on the Weibo social media platform

2020 ◽  
Vol 48 (3) ◽  
pp. 1-11
Author(s):  
Huiqin Zhang ◽  
Hai Lan ◽  
Xudong Chen
Keyword(s):  
Social Media ◽  
Service Quality ◽  
Customer Value ◽  
Two Dimensions ◽  
Customer Participation ◽  
Citizenship Behavior ◽  
Generation Process ◽  
Social Media Platform ◽  
Value Cocreation ◽  
Media Platform

The Weibo social media platform in China has an important role in the value-generation process between a company and a customer. We investigated the relationship between the service quality provided on a company's Weibo page and the two dimensions of customer value cocreation behavior, namely, participation and citizenship, as well as the moderating effect of collectivism on this relationship. Participants were 354 active users of Weibo. Our findings confirmed that the service quality provided on a company's Weibo page was critical to the generation of customer value cocreation behavior. Further, collectivism moderated this relationship, with higher levels of collectivism strengthening the Weibo page service quality and customer value cocreation behavior relationship. In addition, customer citizenship behavior was positively related to customer perceptions of brand image, whereas customer participation was not. Implications for companies in the Chinese context are discussed.

Customer participation and the roles of self-efficacy and adviser-efficacy

2019 ◽  
Vol 37 (1) ◽  
pp. 241-257 ◽  
Author(s):  
Chung-Yu Wang
Keyword(s):  
Synergistic Effect ◽  
Financial Services ◽  
Self Efficacy ◽  
Customer Value ◽  
Design Methodology ◽  
Switching Costs ◽  
Customer Participation ◽  
Perceived Efficacy ◽  
Content Type ◽  
Survey Sample

Purpose The purpose of this paper is to examine how customers derive value and switching costs from their own participation conditional on their perceived efficacy of themselves (self-efficacy) and their advisers (adviser-efficacy) in financial services. Design/methodology/approach Student interviewers approached customers exiting banks with a skip interval of two. The respondents received the questionnaire items translated into Chinese. The final survey sample consists of 220 respondents. Findings Empirical results confirm that customer participation influences switching costs through customer value. The synergistic effect of self-efficacy and adviser-efficacy moderates the relationships among customer participation, customer value and switching costs. The incongruent levels of self-efficacy and adviser-efficacy can increase customer value and switching costs. Originality/value This study looks beyond self-efficacy to demonstrate that the synergistic roles of self-efficacy and adviser-efficacy significantly influence the relationships among customer participation, customer value and switching costs.

Customer value co-creation and new service evaluation: the moderating role of outcome quality

2018 ◽  
Vol 30 (4) ◽  
pp. 2020-2036 ◽  
Author(s):  
Hong Xu ◽  
Yuqing Liu ◽  
Xingyang Lyu
Keyword(s):  
Customer Value ◽  
Service Innovation ◽  
Service Evaluation ◽  
Customer Engagement ◽  
Outcome Quality ◽  
Quality Outcomes ◽  
Content Type ◽  
Positive Effects ◽  
Slope Test ◽  
Self Reporting Questionnaire

Purpose This study aims to examine how the degree of value co-creation affects Chinese customers’ evaluations of new tourism and hospitality services, and how the outcome quality moderates this relationship under different conditions. Design/methodology/approach The proposed hypotheses are tested using a self-reporting questionnaire-based survey and two experimental designs. Data analysis entailed hierarchical multiple regression analysis, a simple slope test and a two-way ANOVA. Findings Three component studies assessed boundary conditions for the positive effects of the degree of value co-creation on customers’ evaluations of new services. Studies 1 and 2 indicated that unequivocal high-quality outcomes amplified positive effects, which were reversed by unequivocal low-quality outcomes. Study 3 demonstrated that in Chinese contexts of ambiguous outcomes, the relationship between the degree of co-creation and new service evaluation was positively mediated by self-integration in private contexts and negatively mediated by loss of face in public contexts. Practical implications This study identifies critical factors influencing successful service innovation in China within different contexts. Its finding of context-dependent customer engagement in value co-creation has managerial implications for facilitating favorable new service evaluations. Originality/value This exploratory study addresses a research gap regarding service innovation, offering insights into positive and negative influences of customer value co-creation on new service evaluation, under different outcome quality conditions in the domestic Chinese hospitality and tourism sector.

Digital communication, value co-creation and customer engagement in business networks: a conceptual matrix and propositions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
C.M. Sashi
Keyword(s):  
Customer Value ◽  
Digital Communication ◽  
Customer Engagement ◽  
Business Networks ◽  
Relational Exchange ◽  
Initial Attempt ◽  
Business Markets ◽  
Content Type ◽  
Organizational Engagement ◽  
The Impact

Purpose Technological innovations that resulted in the emergence and widespread adoption of digital communication in recent years have led to a surge of academic and practitioner interest in its implications for the co-creation of value and customer engagement. However, in comparison to the attention given to the study of customer engagement in consumer markets, few studies have examined its key role in business markets. This paper aims to examine the impact of digital communication on value co-creation and customer engagement in inter-organizational relationships in business networks. Design/methodology/approach Co-creation of value and customer engagement in business networks occurs among interconnected organizations that are partners in intermediate transactions. The paper develops a matrix of inter-organizational engagement among partners in business networks and propositions linking digital communication to value co-creation and inter-organizational engagement. Findings The relationships among network organizations may be characterized by the extent of relational exchange and inter-organizational bonds among them. Four types of inter-organizational engagement emerge: transactional partners, loyal partners, trusted partners and engaged partners. The partners co-create value to better satisfy customers. Research limitations/implications The paper is an initial attempt to develop a conceptual understanding of customer engagement in business markets and formulate propositions that can be further investigated. Networks of partner organizations co-create value, altering their input and output markets, value addition and products, permitting greater flexibility and customization in satisfying the needs of customers. Practical implications The ability afforded by digital communication for real-time interactive communication enables individuals from multiple departments and hierarchical positions within multiple organizations dispersed across geographic locations and industries to maintain contact, quickly and easily communicate task information, build trust and commitment in long-term relationships with network partners and provide superior customer value. Originality/value The paper represents a unique attempt to understand the nature of customer engagement in business markets. It discusses how digital communication alters market transactions among partner organizations in a network by facilitating changes in their make/buy decisions. It develops a matrix of inter-organizational engagement in business networks and propositions that improve understanding of the customer engagement concept and provide the foundation for strategies to better satisfy customers.

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