TY - GEN
T1 - An empirical study on value Co-creation system by integrating customers
AU - Zhang, Xiang
AU - Chen, Rong Qiu
PY - 2007
Y1 - 2007
N2 - The traditional isolated value creation strategy is losing its utility owing to the fundamental changes in technology, competition and customer demand. Companies are shifting their focus from increasing internal efficiency to leverage external resources, especially the customer competence, in order to gain new competitive advantages. Involving customers to co-create value is an increasingly important strategy. Of this trend, little research empirically examines the impact of such co-creation activities on firms competence. Using large-scale survey data supplemented with multi-method, this study provides the first empirical examination into the links among customer interaction, co-creation system and the unique competence. The results of this study suggest that firms with more emphasis on the co-creation interactions may gain greater customerization competence. The two types of co-creation activities should be considered as a synergy strategy other than isolated single activity while more emphasis should be placed on the key co-creation activities. The results of this study demonstrate that customer interaction may generate benefits for firms across industries. The empirical evidence also supports the logic of co-creation system and point out a new way for firms to create the unique competence.
AB - The traditional isolated value creation strategy is losing its utility owing to the fundamental changes in technology, competition and customer demand. Companies are shifting their focus from increasing internal efficiency to leverage external resources, especially the customer competence, in order to gain new competitive advantages. Involving customers to co-create value is an increasingly important strategy. Of this trend, little research empirically examines the impact of such co-creation activities on firms competence. Using large-scale survey data supplemented with multi-method, this study provides the first empirical examination into the links among customer interaction, co-creation system and the unique competence. The results of this study suggest that firms with more emphasis on the co-creation interactions may gain greater customerization competence. The two types of co-creation activities should be considered as a synergy strategy other than isolated single activity while more emphasis should be placed on the key co-creation activities. The results of this study demonstrate that customer interaction may generate benefits for firms across industries. The empirical evidence also supports the logic of co-creation system and point out a new way for firms to create the unique competence.
KW - Competitive advantages
KW - Customer participation
KW - Mass customization
KW - Value co-creation system
UR - http://www.scopus.com/inward/record.url?scp=43549103318&partnerID=8YFLogxK
U2 - 10.1109/ICMSE.2007.4421987
DO - 10.1109/ICMSE.2007.4421987
M3 - Conference contribution
AN - SCOPUS:43549103318
SN - 9787883580805
T3 - Proceedings of 2007 International Conference on Management Science and Engineering, ICMSE'07 (14th)
SP - 1068
EP - 1073
BT - Proceedings of 2007 International Conference on Management Science and Engineering, ICMSE'07 (14th)
PB - Institute of Electrical and Electronics Engineers Inc.
T2 - 2007 International Conference on Management Science and Engineering, ICMSE'07
Y2 - 20 August 2007 through 22 August 2007
ER -