Users and Co-Creation of Value Stephan Dahl. Tribes and Control hard to control tribes and brand...
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Transcript of Users and Co-Creation of Value Stephan Dahl. Tribes and Control hard to control tribes and brand...
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