Consumer Generated Intellectual Property (CGIP)
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Transcript of Consumer Generated Intellectual Property (CGIP)
Consumer-Generated Intellectual Property (CGIP):Intellectual property gets emotional
Pierre Berthon1, Leyland Pitt2, Jan Kietzmann2 and Ian P. McCarthy2
1 Bentley University2 Beedie School of Business, Simon Fraser University
The Authors
Pierre BerthonMcCallum School of Business, Bentley University
Leyland PittBeedie School of Business, Simon Fraser University
Jan KietzmannBeedie School of Business, Simon Fraser University
Ian P. McCarthyBeedie School of Business, Simon Fraser University
Consumer-Generated Intellectual Property (CGIP) is defined as: “Intellectual property produced by consumers rather than only by firms” (Berthon et al 2015: 45)
The paper:
Berthon, P., Pitt, L.F., Kietzmann J.H., and McCarthy I. P. 2015. CGIP: Managing Consumer Generated Intellectual Property. California Management Review, 57/4 (Summer): 43-62
Download the paper here:
Media CitizensGenerate the informational content for online services and
social media
Videos on YouTube
Reviews on Amazon
Photos on Instagram
Posts to Facebook
Creative ConsumersModify, adapt and transform the proprietary offerings of companies (Berthon et al 2007)
Customising equipment for
specific purposes
Hacking products
Reappropriating items for different
uses
The actions of Media Citizens & Creative Consumers produce
CGIPConsumer-Generated Intellectual Property
Consumer-Generated Intellectual Property
CGIP may infringe upon company IP or end up belonging to the companies
Issues with CGIP
CGIP involves not just intellectual property, but also emotional property
Companies want to control CGIP and appropriate value from it
Consumers are concerned about the credit and emotion associated with the creative act or output
Emotional Property
The product of the affection, fervor and energy that consumers devote to the creative act, and the attachment and pride they have with their creation.
The Two Dimensions
1
2 The extent to which the firm has the potential to control the Intellectual Property
The extent to which the company perceives the consumer to have either high or low emotional property vested in the innovation
Consumer’s Emotional Property
Firm’s potential control of CGIP
LOW HIGH
HIGH
Condone
Condemn
Cultivate
Coordinate Capture
Cooperate
Crush
CopyLOW
The Emotional Property-Intellectual Property (EPIP) Matrix
Cultivate
A positive strategy for the consumer, under which the firm helps consumers generate IP within any attempt to capture or control it.
Coordinate
The firm facilitates the creation of CGIP and does not attempt to extract rents from the CGIP. The presence of CGIP in turn attracts more customers, from which rent can be generated through other ways such as advertising.
Cooperate
The firm encourages consumer creativity in order to share the returns of the CGIP between the firm and the customer.
Capture
The firm positively encourages consumers to generate CGIP that it then captures as its own in order to advance its business.
Condone
The firm is essentially negative towards CGIP, but simply turns a blind eye rather than confronting consumers.
Condemn
The firm clearly disapproves of what they believe to be an infringement of their IP. They might actively lobby against such activities and also retaliate by refusing to honor the warranty of products that have been tampered with.
Crush
Taking decisive action against consumer IP violations, firms may issues cease and desist letters or even sue.
Copy
Firms ignore the customer and simply appropriate the customer’s invention by copying it, without explicit permission.
Intellectual property Emotional property
When leveraging CGIP, firms need to be cognisant of and balance both Emotional Property & Intellectual Property
Get Emotional
Recognise the value of CGIP
Consider the consumer’s emotional investment
Use this to inform your strategy
Download the graphic here:
CGIP: Managing Consumer-Generated Intellectual Property
Berthon P., Pitt L., Kietzmann J., & McCarthy I. P. (2015)California Management Review, Vol 57, No. 4 (pages 43-62)
Read the full paper here
Dr. Ian McCarthy
@toffeemen68
Professor, Technology and Operations Management
Beedie School of Business Simon Fraser University
Ian McCarthy
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