Users and Co-Creation of Value

Stephan Dahl

Tribes and Control

• hard to control tribes and brand communities (e.g. Newton case)results in ‘Social Messiness’ (Moran and Gossieux, 2010)

Three Types of Brand Interactions

• Consumers choose one of three ways to interact with brands

1. Passive

2. Active (through co-creation)

3. Autonomous

Co-creation

• Consumer and producer roles become merged

= Prosumer

• Not strictly linked to social media, but technology helps

Value Types

Extrinsic Intrinsic

Self-oriented Active Efficiency

(Output/Input, Convenience)

Play

(Fun)

Re-active Excellence

(Quality)

Aesthetics

(Beauty)

Other-oriented Active Status

(Success, Impression

Management)

Ethics

(Justice, Virtue, Morality)

Re-active Esteem

(Reputation, Materialism,

Possessions)

Spirituality

(Faith, Ecstasy, Sacredness)

Value Types

Community Value CreationArea Practice DescriptionSocial Networking: Welcoming Welcoming new members to the community

Emphasising Lending emotion or physical support for brand related issues

Governing Articulating behavioural expectations within the community

Community Engagement:

Staking Recognising variance in group membership and emphasising intra-group similarity

Documenting Detailing brand relationships in narratives

Badging Creating symbols (badges) for individual milestones

Milestoning Noting seminal events in brand ownership

Impression Management

Evangelising Sharing good news about the brand to non-community members

Justifying Deploying rationales for devoting time to the brand community

Brand Use Customising Modifying the brand to suit individual or group-level needs

Grooming Caring or systemising optimal use patterns for brand products

Commoditising Distancing/approaching and responding to the general market place

(Schau, Muñiz, and Arnould 2009)

Roles of Community Members

Type Description Management Implications

VoiceConsumer-member response to organisational performance (both positive and negative)

Measurement of ‘positive voice’ and decrease ‘negative voice’ by listening to what management could improve.

LoyaltyLoyal to the brand/organisation but not necessarily loyal to peripheral products

Understand why consumers are loyal, encourage co-creation

ExitsExiting the brand relationship as customers – but not the community

Understand main concerns that lead to exit and look to alter its behaviour and product/service offering to prevent exit

Twist Using consumption symbols not originally intended in the way they used to – or creating unintended items, such as unofficial flags, symbols etc…

Encourage positive twisting and co-creation of culture and use it as a source of innovation. negative twisting can be used to understand what drives it and change management behaviour or the product/service offering.

EntryNew consumers, becoming part of fan tribe Identify what existing fans believe is necessary to

increase new fan entry

Non-entry Don’t consume the brand but enter the community because of emotional bond to the main brand

Identify barriers to consumption

Re-entryBoycotting the brand but not the community (but will re-enter if reason for boycott is removed)

Understand why the boycott occurs and use this for change in management behaviour and/or the product/service offering, to could encourage re-entry.

Adopted from Healy and McDonagh 2012

Typology of Co-Creation

Selection

Custome

r-ledCo-designing Collaborating

Firm-led Submitting Tinkering

Fixed Open

Contribution Activity

Anti-Consumption

• Increasingly powerful ‘anti-consumption’ movements

Focus of ActionVendor

/ Brand

Anti-‘Consumption

Society’

Rejection of Brand

Hegemony

Person

al

Values

ConservationSelective

Consumption

Conserve Consume

Consumption Orientation