CO-CREATION OF VALUE FOR LUXURY BRANDS – A CONSUMER PERSPECTIVE AND ITS IMPLICATIONS

Elina Koivisto,Pekka Mattila,Elina Korpela 글로벌지식마케팅경영학회 2017 Global Fashion Management Conference Vol.2017 No.07

Luxury market is changing with new competitors to the market, more modest growth, and new types of customers (Kim and Ko 2012). To stay relevant, luxury houses need to develop experience-based marketing strategies that emphasise interactivity, connectivity and creativity (Atwal and Williams 2009). Subsequently, with the rise of digital marketing of luxury (Okonkwo 2009), consumers have been granted a more active role in the value co-creation of luxury brands. Indeed, adopting more inclusive and consumer-oriented marketing strategies has proven successful to iconic luxury brands such as Burberry (Phan, Thomas & Heine 2011), and Hermes (Robins 2016). Previously, value co-creation has been studied from consumer perspective following resource-based view (Arnould, Price and Malshe 2006) and practice theory (Schau, Muniz, and Arnould 2009). However, in the field of luxury marketing, research on co-creation has been limited to one case study of value co-creation processes (Tynan, McKechnie & Chhuon 2010). In addition, no previous research exists on the role of space and spectacular environment in value co-creation in luxury. This article extends these streams of researchby analysing 42 narratives (Polkinghorne 1995) from consumers that have attended two branded exhibitions of Louis Vuitton: SERIES3 held in London in the fall 2015 and Volez, Voguez, Voyagez in Paris in Spring 2016. In essence, luxury is about seduction; recreating a dream and providing meaningful, personal experiences for its consumers (Kapferer and Bastien 2009). Here, a branded exhibition provides a way to invite consumers to feel, see, and experience the brand in its full splendour. These encounters, in turn, transform the value-creation logic between the brand and the consumer from a one-way affair to a co-creational relation. This article demonstrates how exhibition context allows the consumer to participate in the value co-creation for Louis Vuitton, a prestigious luxury brand. Here, the brand provides a context and props for the consumer’s processes of value co-creation. This, in turn, then results into four types of value; utilitarian, experiential, relational, and symbolic. The contribution of this study is three-fold. First, this study extends the literature on value co-creation (Arnould et al. 2006) by demonstrating the role of space in the process of value co-creation. Second, our results extend previous research on luxury (Tynan et al. 2010) by illustrating the value co-creation from consumer perspective. From managerial perspective, the results show how brand exhibitions may act as platforms for content creation and enable rich self-expression with the brand.

THE EFFECTS OF ENTREPRENEURIAL VALUE ORIENTATION ON RELATIONSHIP PERFORMANCE THROUGH VALUE CO-CREATION IN B2B INDUSTRY

Kyong Ryul Koo,Kyung Hoon Kim,Nam Hee Jin 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performanceand relationship performance. 2. Conceptual framework 2.1 Entrepreneurial Value Orientation Entrepreneurial Orientation Entrepreneurial-oriented firms with risk-taking, proactivness, and innovativeness focus on finding new market opportunities and reshaping current operating areas (Hult and Ketchen 2001). Entrepreneurial orientation provides firms with first-mover advantages and has a positive effect on performance. Entrepreneurs create value through innovation with exploiting new opportunity and creating new product-market areas. Market Orientation Market-oriented firms create superior value through the understanding of customers’ needs and the capabilities to fulfill those identified needs (Jaworski & Kohli, 1993). The value creation of market-oriented firms is based on strong commitment to developing product innovation capabilities (Atuahen-Gima, 1996). Market orientation provides firms with market-linking capabilities that help create and deliver value to customers (O’Cass and Ngo, 2012). Relationship Orientation Interaction orientation An interaction orientation is regarded as a sustainable competitive advantage and a value rare and as a value creation driver. Interaction oriented firms with specific and actionable nature are characterized by analyzing individual customer, not a market, performing marketing activities with customers, not for customers, by emphasizing the importance of the relationship to firms (Ramini and Kumar, 2008). The relational performance of interaction orientation is measured by customer satisfaction, customer ownership, and positive word of mouth (Ramini and Kumar, 2008). Long-term orientation Long-term orientation also creates a sustainable competitive advantage through information on best-selling product, best allowable price, cooperative advertizing, etc (Ganesan 1994). Firms with short-term orientation focus on market exchange for profit in a transaction, but firms with long-term orientation focus on relational exchange for profit from joint synergies over a series of transactions, not the length of the relationships (Ganesan 1994). Relational elements like long-term orientation increases mutual commitment to enhance mutual profitability in buyer-seller relationships (Noordewier et al 1990). 2.2 Value co-creation The customers co-create value based on their roles as participants or co-creators in various value-creating processes (Vargo and Lusch 2008a). Joint value is created among customer, suppliers, competitors, and other stakeholders involved in the relationship (Gummesson 1999). The various approaches to value co-creation have discussed. A unified value co-creation concept is explained by three types of processes such as customer value-creating processes, supplier value-creating process, and encounter processes (Payne et al., 2008). Value co-creation behaviors consist of customer participation behavior and customer citizenship behavior. Customer participation behavior that they conceptualizedand relationship performance. 2. Conceptual framework 2.1 Entrepreneurial Value Orientation Entrepreneurial Orientation Entrepreneurial-oriented firms with risk-taking, proactivness, and innovativeness focus on finding new market opportunities and reshaping current operating areas (Hult and Ketchen 2001). Entrepreneurial orientation provides firms with first-mover advantages and has a positive effect on performance. Entrepreneurs create value through innovation with exploiting new opportunity and creating new product-market areas. Market Orientation Market-oriented firms create superior value through the understanding of customers’ needs and the capabilities to fulfill those identified needs (Jaworski & Kohli, 1993). The value creation of market-oriented firms is based on strong commitment to developing product innovation capabilities (Atuahen-Gima, 1996). Market orientation provides firms with market-linking capabilities that help create and deliver value to customers (O’Cass and Ngo, 2012). Relationship Orientation Interaction orientation An interaction orientation is regarded as a sustainable competitive advantage and a value rare and as a value creation driver. Interaction oriented firms with specific and actionable nature are characterized by analyzing individual customer, not a market, performing marketing activities with customers, not for customers, by emphasizing the importance of the relationship to firms (Ramini and Kumar, 2008). The relational performance of interaction orientation is measured by customer satisfaction, customer ownership, and positive word of mouth (Ramini and Kumar, 2008). Long-term orientation Long-term orientation also creates a sustainable competitive advantage through information on best-selling product, best allowable price, cooperative advertizing, etc (Ganesan 1994). Firms with short-term orientation focus on market exchange for profit in a transaction, but firms with long-term orientation focus on relational exchange for profit from joint synergies over a series of transactions, not the length of the relationships (Ganesan 1994). Relational elements like long-term orientation increases mutual commitment to enhance mutual profitability in buyer-seller relationships (Noordewier et al 1990). 2.2 Value co-creation The customers co-create value based on their roles as participants or co-creators in various value-creating processes (Vargo and Lusch 2008a). Joint value is created among customer, suppliers, competitors, and other stakeholders involved in the relationship (Gummesson 1999). The various approaches to value co-creation have discussed. A unified value co-creation concept is explained by three types of processes such as customer value-creating processes, supplier value-creating process, and encounter processes (Payne et al., 2008). Value co-creation behaviors consist of customer participation behavior and customer citizenship behavior. Customer participation behavior that they conceptualizedcomprises four dimensions including information seeking, information sharing, responsible behavior, and personal interaction. Customer citizenship behaviors include feedback, advocacy, helping, and tolerance (Yi, and Gong 2013). 2.3 Relationship performance Ulaga(2003) proposed to identify the linkage between relationship value and relationship variables including commitment, trust, satisfaction, and loyalty. The authors consider trust, commitment, and loyalty as measurement items of relationship performance. Trust is measured as a dependent variable in channel relationships. Commitment is a good indicator of long-term relationships (Morgan and Hunt, 1994) and has been used as the dependent variable in several relationship marketing models including buyer-seller relationship (kumar et al., 1995). Consumer loyalty is related to a motivation to maintain a relationship with a firm, including more resources, positive word of mouth (WOM), and repeat purchasing (Zeithaml, Berry, and Parasuraman 1996). Value drives loyalty and trust affects loyalty through its influence in creating value (Sirdeshmukh, Singh and Sabol 2002) 3. Plan for Data Collection and analysis The instrument used to test the hypotheses a mail survey. A draft questionnaire based on existing measurement scales for the research model will be drafted. This draft questionnaire will be pretested with academics and practitioners to check its content validity and terminology and modified accordingly. The modified questionnaire will be pilot tested to check its suitability and appropriateness for the target population before mailing. The sample population for this study will be business-to-business manufacturing firms in South Korea. The authors will undertake both confirmatory factor analysis and structural equation modeling to test our hypotheses using the SPSS 20 and AMOS 20. 4. Expected outcomes and contribution 4.1 Expected outcomes The analysis will identify whether or not the positive influence of entrepreneurial value orientation has on value co-creation including customer participation behavior and customer citizenship behavior. The relationship between the value co-creation and relationship performances will be identified. The more actively customers engage in the value co-creation process, the greater trust, commitment, and loyalty could be positively influenced. Value co-creation plays an important role in increasing relationship performance and could be regarded as a source of sustainable competitive advantage. 4.2 Contribution This study will be the first effort to identify between the relationship between value co-creation and relationship performance. This research will be the first empirical study to apply the concept of value co-creation to business-to-business firms. In terms of marketing academics, this study will contribute to broaden marketing research areas. Managers of business-to-business firms from the results of this study will recognize valuable information on how the extent of an individual’s orientations such as entrepreneurial orientation, market orientation, and relationship orientation affects value co-creation.comprises four dimensions including information seeking, information sharing, responsible behavior, and personal interaction. Customer citizenship behaviors include feedback, advocacy, helping, and tolerance (Yi, and Gong 2013). 2.3 Relationship performance Ulaga(2003) proposed to identify the linkage between relationship value and relationship variables including commitment, trust, satisfaction, and loyalty. The authors consider trust, commitment, and loyalty as measurement items of relationship performance. Trust is measured as a dependent variable in channel relationships. Commitment is a good indicator of long-term relationships (Morgan and Hunt, 1994) and has been used as the dependent variable in several relationship marketing models including buyer-seller relationship (kumar et al., 1995). Consumer loyalty is related to a motivation to maintain a relationship with a firm, including more resources, positive word of mouth (WOM), and repeat purchasing (Zeithaml, Berry, and Parasuraman 1996). Value drives loyalty and trust affects loyalty through its influence in creating value (Sirdeshmukh, Singh and Sabol 2002) 3. Plan for Data Collection and analysis The instrument used to test the hypotheses a mail survey. A draft questionnaire based on existing measurement scales for the research model will be drafted. This draft questionnaire will be pretested with academics and practitioners to check its content validity and terminology and modified accordingly. The modified questionnaire will be pilot tested to check its suitability and appropriateness for the target population before mailing. The sample population for this study will be business-to-business manufacturing firms in South Korea. The authors will undertake both confirmatory factor analysis and structural equation modeling to test our hypotheses using the SPSS 20 and AMOS 20. 4. Expected outcomes and contribution 4.1 Expected outcomes The analysis will identify whether or not the positive influence of entrepreneurial value orientation has on value co-creation including customer participation behavior and customer citizenship behavior. The relationship between the value co-creation and relationship performances will be identified. The more actively customers engage in the value co-creation process, the greater trust, commitment, and loyalty could be positively influenced. Value co-creation plays an important role in increasing relationship performance and could be regarded as a source of sustainable competitive advantage. 4.2 Contribution This study will be the first effort to identify between the relationship between value co-creation and relationship performance. This research will be the first empirical study to apply the concept of value co-creation to business-to-business firms. In terms of marketing academics, this study will contribute to broaden marketing research areas. Managers of business-to-business firms from the results of this study will recognize valuable information on how the extent of an individual’s orientations such as entrepreneurial orientation, market orientation, and relationship orientation affects value co-creation.43 5. Research Model Value Co-Creation Customer ParticipationㆍInformation seeking ㆍInformation sharing ㆍResponsible behavior ㆍPersonal interactionCustomer Citizenship ㆍFeedbackㆍAdvocacyㆍHelpingㆍToleranceRelationship PerformanceㆍTrust ㆍCommitment ㆍLoyaltyEntrepreneurial Value OrientationEntrepreneurial Orientation(EO)Relationship Orientation(RO)MarketOrientation(MO)H1H2H3H4H5H6H7H8 Hypotheses H1: Entrepreneurial Orientation will have a positive influence on customer participation behavior in value co-creation process H2: Market Orientation will have a positive influence on customer participation behavior in value co-creation process H3: Relationship Orientation will have a positive influence on customer participation behavior in value co-creation process H4: Entrepreneurial Orientation will have a positive influence on customer citizenship behavior in value co-creation process H5: Market Orientation will have a positive influence on customer citizenship behavior in value co-creation process H6: Relationship Orientation will have a positive influence on customer citizenship behavior in value co-creation process H7: Customer participation behavior in value co-creation process will have a positive influence on relationship performance H8: Customer citizenship behavior in value co-creation process will have a positive influence on relationship performance

소비자-기업 가치공동창출활동 활성화 방안 모색을 위한 탐색적 연구

구혜경(Koo, Hye Gyoung),나종연(Rha, Jong Youn) 한국소비문화학회 2012 소비문화연구 Vol.15 No.3

소비자와 기업은 시장경제의 동등한 두 주체로서 이미 상생과 협력의 관계로 들어섰다. 2000년대 이후 본격적으로 소비자와 기업은 가치를 공동창출할 수 있는 관계로 규정되고 여러 가지 시장환경의 변화와 더불어 가치공동창출활동을 당연히 추구해야 하는 개념으로 논의하고 있다. 그러나 현실적이고 구체적으로 어떤 활동을 어떻게 하는 것이 소비자와 기업 모두에게 바람직한지를 제시하는 연구는 없었다. 구혜경과 나종연(2012)은 실제 시장에서 소비자와 기업의 관계를 두고 소비자-기업 가치공동창출활동의 개념을 선순환적이고 장기적인 관계로 정의한 바 있으며, 이를 실증할 수 있는 척도를 개발한 바 있다. 본 연구에서는 앞으로 소비자-기업 가치공동창출활동을 활성화 할 수 있는 구체적인 방안을 제시하고자 하였다. 이를 위하여 가치공동창출활동 관련 분야의 전문가 패널을 대상으로 인터뷰하였으며, 그 결과 가치공동창출활동을 저해하는 소비자와 기업 측면에서의 요인을 도출하였다. 소비자측면에서는 적극적 소비자의 활동의 부적절한 가치공동창출활동, 평균적 소비자가 창출하는 가치내용 수준의 한계, 침묵하는 소비자의 무임승차 경향이 저해요인이었다. 기업 측면의 저해요인은 소비자창출가치를 반영하는 실무 부서의 업무 우선 순, 위 문제기업 내에서 CS부서의 위상이 낮은 문제, 최고경영자의 소비자창출가치에 대한 인식의 부족, 가치공동창출 활동의 성공사례 부족으로 인해 기업이 가치공동창출활동에 더욱 집중하기 힘든 문제 등을 도출하였다. 이상의 결과들을 종합적으로 고찰하여 소비자-기업 가치공동창출활동을 활성화 할 수 있는 방안을 컨텐츠 차원과 시스템 차원으로 구분하여 모색해보았다. 우선 가치공동창출활동 자체의 중요성과 소비자와 기업이이를 수행해야 하는 당위성을 강조하는 것의 컨텐츠 측면과 소비자와 기업의 가치공동창출활동의 실행력을 높일 수 있는 구체적인 체계를 갖추는 시스템 측면으로 구분하여 제시하였다. The concept of consumer-business collaboration is gaining importance in information society in which the notion of coexistence is critical. Several reasons could be behind the shift in paradigm from that of competition to that of collaboration between consumers and businesses. First driving force of such change can be found on consumer side. In the information age, consumers could access information that were not available to them before and they are able to modify, produce and share information with other consumers, and such informed consumers become empowered in the market. From business perspective, collaboration is essential element in business success and sustainability. In order to succeed and cope with fast changing market conditions, it is important for businesses to form partnership with consumers and feel the needs of consumers and respond to them in an appropriate and timely manner. This study suggest that is “Consumer-Business co-creation of Value”. In advanced research, I’ve already defined the concept of “Consumer-Business co-creation of Value”, and developed the scale for consumer-business co-creation of value. On this study achieves expert panel interview for understanding the blocking of co-creation of value. This study found three aspects of hindrance of co-creation of value: consumer, business, and the others. First of all, consumer aspects result are as followings. First, there are so many passive consumer who do not co-create the value. Even though product or service is unsatisfied, passive consumer do not express their opinion. As a result they did not contribute to new product that is reflected consumer’s value. Secondly, Consumer creation value are very personal or impromptu, so business devaluate of the consumer proposal value. Thirdly, pro-active consumers for value co-creation manipulate the value by business’ money reward system. Nextly, business aspect’s results are as followings. First, Marketing and sales are the core department for product developing. Through marketing and sales departments have to focus on consumer value, the priority oder for them is not consumer value but a suitable time launching or sales revenue. Secondly, Consumer satisfaction department that managed consumer opinion have lower hierarchy in business organization. Thirdly, CEO emphasize consumer value but it’s very abstract. They do not have a system for company worker’s co-creation of value activities. Fourthly, there are not enough successful case of co-creation of value. The last, the other aspect’s result are as followings. In market, there are some business categories to support business, for example PR agency or research firm. Despite their role is not only understand but also deliver consumers’ true needs and wants based on consumer’ behavior, those agencies often take advantage of such situation. When advertisers made an arbitrary decision, sometimes they gave a tacit for continuous good relationship. Based on the results from these surveys, To revitalize co-creation of value activities, we will consider two sides. One is consumer’s value creation “Contents” aspect and the other is the “Systems” aspects. The meaning of the contents is education source for co-creation of value activities of consumer and business. And the meaning of the system is the comprehensive conditions of business surroundings for example, information system, employee evaluation system, organization system, business managing system and so on. This study contributes to field of consumer’s sovereignty by conceptualization consumer-business co-creation of value, and this study has great significance for business also, because the meaning of consumer-business co-creation of value is for win-win of both sides in market. Through performing consumer-business co-creation of value activities, business can accomplish their profit seeking and existence.

소비자-기업 가치공동창출활동의 개념화 및 척도개발에 관한 연구

구혜경 ( Hye Gyoung Koo ),나종연 ( Jong Youn Rha ) 한국소비자학회 2012 소비자학연구 Vol.23 No.1

소비자와 기업의 관계는 부단히 진화하고 있다. 급변하는 시장 환경 속에서 소비자의 위상은 과거에 비해 높아졌고, 기업은 존속을 위하여 소비자지향적인 경영활동을 강화하는 추세이며, 소비자와 기업의 관계는 대립에서 상생의 관계로 변화되었다. 이러한 상황에서 소비자학은 소비자가 기업의 동반자로서 역할을 할 수 있는 구체적이고 실질적인 방안을 제시하고, 개별 소비자들이 이러한 역할을 수행할 수 있도록 여건을 조성해야 한다. 본 연구에서는 이러한 관계를 가능하게 하는 개념으로서 "소비자-기업 가치공동창출활동(Consumer-Business Co-creation of Value)"을 살펴보았고, 이를 소비자 가치창출활동과 기업 가치창출활동이 상품을 매개로 접목되고 선순환적으로 발전하는 전체적이고 유기적인 과정으로 확장하여 개념화 하였다. 또한 소비자-기업 가치공동창출활동의 수준을 직접 측정할 수 있는 척도를 개발하여 향후 소비자와 기업의 가치공동창출활동 수준을 확인할 수 있도록 하였다. 그 결과 소비자­기업 가치공동창출활동의 척도는 개념화에 근거하여 내용과 수행방식으로 구분하여 개발하였고 각각 35개 항목과 12개 항목을 최종 개발하여 검증하였다. 내용 척도의 경우 상품속성가치와 상품소비과정가치로 구분하였으며, 수행 방식은 소비자가 주도하는 소비자 Push 방식, 기업이 주도하는 기업 Pull 방식, 소비자간에 정보 공유를 주도하는 소비자 상호작용 방식으로 구분하였다. The concept of consumer-business collaboration is gaining importance in information society in which the notion of coexistence is critical. Several reasons could be behind the shift in paradigm from that of competition to that of collaboration between consumers and businesses. First driving force of such change can be found on consumer side. In the information age, consumers could access information that were not available to them before and they are able to modify, produce and share information with other consumers, and such informed consumers become empowered in the market. From business perspective, collaboration is essential element in business success and sustainability. In order to succeed and cope with fast changing market conditions, it is important for businesses to form partnership with consumers and feel the needs of consumers and respond to them in an appropriate and timely manner. What is the specific action plan for consumer-business collaboration? This study suggest that is "Consumer-Business co-creation of Value". Consumer-business co-creation of Value is useful not only to businesses but also to consumers in the sense it ultimately contributes to the realization of consumer sovereignty in the market. More specifically, where as the concept of dollar vote, a traditionally discussed means of realizing consumer sovereignty, has been criticized as being a remedial approach to what is already offered in the market, the potential of consumer-business co-creation of value lies in the possibility that consumers` needs and preferences can be communicated to businesses before the actual production happens, and thus making the distribution of social resources more ideal and effective by consumers. This paper propose to do the followings. First, I proposed to conceptualize ``Consumer-Business co-creation of value`` from consumer study`s point of view. Secondly, I proposed to develope the scale for consumer-business co-creation of value. I suggested the scale for co-creation value contents and the other being performance. In order to define consumer-business co-creation of value, it may be useful to take study the previous studies of co-creation into consideration. Great attention has been paid to the question of co-creation of value since 1979. However no one conceptualized the definition of consumer-business co-creation of value. Just Wikstrom(1996), Prahalad and Ramaswamy(2000, 2004), Vargo and Lusche(2004, 2006, 2008). Payne et al. (2008) had a comprehensive survey of consumer-business co-creation of value from both consumer and business perspectives. From these previous studies. I have extracted several ideas in order to conceptualize the consumer-business co-creation of value. They are consumer value creation process, business value creation process, the value to be able to co-create. In the Following, I tried to show the definition of Consumer-Business co-creation of value with regard to its significance to consumer, business, and market. "Consumer-Business Co-creation of Vale" can be explained through three processes. First, through experience, consumers discover new or additional values they desire in products. Then, business selectively choose and study certain values discovered by consumers in order to improve their products. Once the business proposes improved products which reflect the consumer`s ideas, consumers will likely choose to consume those products. Within this three-step process, consumer-business co-operate, and eventually exercise consumer-business co-creation of value activities. The fact that consumer sovereignty can realize before dollar-vote in the market is meaningful to consumer. From Business perspective, they can continue to exist through consumer dollar-vote. Last, if this process should happen everyday, the distribution of social resources will make more ideal. I focused more closely on developing the scale for measuring consumer-business co-creation of value, and to examining the real condition of consumer-business co-creation of value in Korea with respect to ongoing activity and perceived importance. Consumer-business co-creation of value can be measured two sides with one being value contents and the other being performance. The final value contents is composed of product attribute value, buying value, usage value, AS value, disposing value and can be dimensionalized by consumer`s problem solving level Consumer offer an opportunity to business to study their experience process. consumer identified problem of product through using process. Next dimension is problem solution suggestion by consumer, and last dimension is new idea suggestion. Performance Method is dimensionalized by two major axes, the subject and the object of consumer-business co-creation of value performance. They were named by consumer pushing way, consumers` interaction way, business pulling way. In order to consumer-business co-creation of value activity, the final Questionnaire with 35 Questions for value contents and 12 Questions for performance method. After the conceptualizing and developing the scales of consumer-business co-creation of value, I conducted the survey to measure the real conditions of consumer-business co-creation of value in Korea and I performed a confirmatory factor analysis in order to validate the scales of measurement.

개인의 특성과 혁신성이 도우인의 지속참여의도에 미치는 영향: 가치공동창출 행위의 매개효과를 중심으로

이선웅,정진섭,김현규 한국기업경영학회 2020 기업경영연구 Vol.27 No.3

Recently, the perception change of consumers is changing the paradigm of corporate management. Now, as a new management paradigm, the era of “value co-creation” is being opened, where all stakeholders, beyond corporations and consumers, work together to create new values. In the process, not only companies can create financial or social benefits, but consumers can also create financial or mental or social benefits. Therefore, it has become a very important task for companies to use IT technologies such as the Internet and SNS to communicate more effectively to companies to strive for value co-creation more effectively. This study is based on ‘Douyin (抖音)’, and positively investigates independent variables of individual characteristics (attitudes of value co-creation, subjective norms of value co-creation, trust of platforms), and innovation (technological innovation and value innovation), and the mediator variable of ‘act of value co-creation’ on the dependent variable of ‘intention to continuous participation.’ Based on positive analyses, most of the hypotheses were supported. However, The hypothesis that ‘attitude of value co-creation’ influenced ‘intention to continuous participation’ was rejected. In addition, the hypotheses that “attitude of value co-creation” and “technological innovation” affect “act of value co-creation” are also rejected. In the future, if companies consider personal characteristics and innovativeness and foster a platform mediated by “act of co-creation of value”, it is judged that the participation of consumers in various corporate ecosystems can be further promoted. 최근 소비자의 인식변화는 기업경영의 패러다임을 변화시키고 있다. 이제 새로운 경영패러다임으로서, 기업과 소비자를 뛰어 넘어 모든 이해관계자들이 함께 협력하여 새로운 가치를 창출하는 “가치공동창출(Value co-creation)”의 시대가 열리고 있다. 그러한 과정에서, 기업이 재무적 이익이나 사회적 이익을 창출할 뿐만아니라, 소비자들도 재무적 이익이나 정신적 혜택, 또는 사회적 이익을 창출할 수 있다. 따라서 이제 기업들에게소비자와의 소통을 위해 인터넷, SNS 등의 IT기술을 활용하여 보다 효과적으로 가치공동창출(Value Co-creation)을 위해 노력하는 것은 매우 중요한 과제가 되었다. 본 논문에서는 최근 큰 인기를 얻고 있는 ‘도우인’을연구의 대상으로, ‘개인의 특성(가치공동창출의 태도, 가치공동창출의 주관규범성, 그리고 플랫폼의 신뢰성)’과‘혁신성(기술혁신과 가치혁신)’이라는 독립변수가 ‘가치공동창출의 행위’라는 매개변수를 거쳐 ‘지속참여의도’ 라는 종속변수에 영향을 미치는 모델을 검증하고자 한다. 실증분석의 결과, 대부분 가설이 모두 지지되었으나, ‘가치공동창출의 태도’가 ‘지속참여의도’에 미치는 영향, 그리고 ‘가치공동창출의 태도’와 ‘기술혁신’이 매개변수인 ‘가치공동창출의 행위’에 미치는 영향에 대해서는 기각되었다. 향후 기업들은 개인적 특성과 혁신성을고려하고 ‘가치공동창출의 행위’를 매개로 하는 플랫폼을 육성한다면, 다양한 기업생태계에서 소비자의 참여를더욱 활성화할 수 있을 것으로 판단된다.

항공서비스 고객의 가치창출 행동이 행복에 미치는 영향 -조직사회화의 조절효과를 중심으로-

공태식 ( Tae Shik Gong ),정정윤 ( Jung Yun Jeong ) 한국항공경영학회 2016 한국항공경영학회지 Vol.14 No.1

본 연구는 고객의 가치창출 행동과 고객의 행복의 관계에 고객 조직사회화 정도가 어떻게 영향을 미치는지를 조사하였다. 항공서비스 산업을 비롯한 전반적인 서비스 경제의 발전에 따라서 고객의 가치창출 행동에 대한 중요성이 계속 강조되고 있다. 고객은 수동적인 구매자가 아니며 능동적인 가치창출자로서의 역할을 수행하고 있다. 또한, 이러한 가치창출 행동은 고객만족을 넘어서 고객의 행복에 궁극적으로 기여하는 것으로 문헌에서는 알려주고 있다. 하지만, 기존 연구에서는 이러한 고객의 가치창출 행동이 고객의 행복에 미치는 영향에 어떠한 변수들이 영향을 미치는 지를 조사하지 못하였다. 이러한 조사는 중요성을 가지는데, 항공서비스 관리자들이 고객의 가치창출 행동의 효과를 어떻게 효율적으로 관리할 수 있는지에 대한 중요한 시사점을 제공할 수 있기 때문이다. 따라서 본 연구에서는 이러한 이론적 배경을 바탕으로 하여 항공 서비스 고객의 조직사회화 이론에 근거하여 식별된 세 가지 변수 즉, 고객능력, 역할 명확성, 목표일치성을 고객의 가치창출행동과 고객행동간의 주효과에 대한 조절변수로 개념화하였다. 본 연구에서 고객의 능력이란 고객이 자신의 가치창출 행동을 새롭게 학습하고 가치창출자로서의 새로운 도전적인 역할을 자신감이 있게 받아들이는 정도로 정의한다. 역할명확성에 대해서는 고객이 가치창출자로서 자신이 수행해야 만하는 업무에 대한 이해의 정도로 정의한다. 서비스 제공자와의 원활한 상호작용은 성공적인 고객가치 창출에 필수적이며 이는 경험을 통해서 획득될 수 있다. 그 결과 고객은 역할명확성이 강화될 수 있다. 마지막으로, 본 연구에서 목표일치성이라는 개념은 고객의 개인적인 목표와 가치가 서비스 제공자의 목표와 가치와 일치하는 정도로 정의하고 있다. 서비스 제공자와의 목표일치성이 높은 고객은 가치창출행동의 유효성을 증대시킬 수 있다. 실증분석을 위해 항공서비스 이용고객을 대상으로 설문을 실시하였으며 응답 자료를 바탕으로 partial least square(PLS) 분석을 통해 조절효과를 검증하였다. 자료수집은 인천공항 출국장에 도착한 고객들을 대상으로 하였으며 설문조사의 목적을 간략히 설명한 뒤 설문 조사에 참여할 의향을 확인한뒤 설문지를 배포하여 현장에서 설문지를 작성하도록 하였다. 성실한 설문조사 참여를 유도하기 위해서 소정의 상품권을 지급하였다. 총 130부의 설문지를 바탕으로 자료를 분석하였다. 응답자의 인구 통계학적인 특성은 남성이 68%이며 연령대는 30대가 가장 빈도가 높은 것으로 나타났다. 여행의 목적과 관련해서는 사업목적이 40%로서 관광 목적보다 적은 것으로 나타났다. 분석 결과, 세 가지 변수 모두 통계적으로 유의하게 주효과를 조절하는 것으로 나타났다. 이러한 결과는 항공서비스 관리자들에게 다음과 같은 실무적 시사점을 제시하고 있다. 먼저, 고객의 가치창출행동의 유효성을 증대시키기 위해서 고객의 능력을 향상시켜야 하며, 이를 위해 자사의 직원과 마찬가지로 고객을 대상으로 한 교육 훈련 활동이 필수적임을 강조하고 있다. 또한 고객의 역할을 명확하게 인식시켜 주기 위해서는 통합적마케팅 커뮤니케이션 활동을 적절히 조정해야 한다. 마지막으로 시장세분화 및 표적화를 통해서 자사의 역량과 목표와 가장 잘 부합하는 고객을 선정하여 고객의 목표 일치성을 극대화해야 한다는 실무적 시사점을 제시하고 있다. This study investigates the moderating role of customer ability, role clarity and goal congruence on the relationship between customer value creation behavior and customer happiness. Especially, chosen moderating variables are based on customer organizational socialization theory. The development of service industries, which include the aviation service, emphasizes the importance of active role of customer. In other words, customers are required to participate at value creation behavior rather than engage at passive buyer behavior. Furthermore, the literature argues that customer value creation behavior contributes to their own happiness, just beyond customer satisfaction. However, the previous research has ignored the investigation of these relationships and more importantly, the role of moderators that relates to this relationship. The investigation on moderators is important because it directly provides managers how to maximize the positive effect of customer value creation behavior on customer happiness. Therefore, the present study focuses on the investigation of the moderating role of customer organizational socialization such as customer ability, role clarity, and goal congruence on the relationship between customer value creation behavior and customer happiness. This study defines customer ability as the extent to which customers accept their role as value creator, although it could be challenging and requires learning new skills as value creators. In addition, this study defines role clarity as the extent to which customers understand their role as value creators. The successful interaction between customers and service providers are key to success for customer value creation. The accumulated experiences with service providers will enable customers to gain enhanced role clarity. Finally, goal congruence is defined as the extent to which customers`` role and service provider``s role are similar in terms of value creation. The customers who share similar value with service providers are more likely to enhance the effectiveness of customer value creation behavior. The survey was distributed to the customers`` of airline passengers and 130 responses were used for partial least square(PLS) data analysis. Participants were approached and asked to whether they have intention to participate at the survey. Those who show interests in the survey were provided the questionnaire and they filled out it on the desk at the airport. To increase the valid responses, the participants were given a gift certificate. In terms of demographic characteristics, the 68% were male and mean age level are 30``s, and the purpose of travel is the business (40%), while the leisure is 60%. The findings show that all three moderators significantly moderate the relationship between customer value creation behavior and customer happiness, which support all research hypotheses of this study. The results have several implications for practitioners. First, managers need to train their customers so that customers`` ability could be enhanced. Second, managers might want to modify their integrated marketing communication activities so that customers could have role clarity. Finally, managers need to be aware of the importance of fit with their targeted customers.

From data to value: A nine-factor framework for data-based value creation in information-intensive services

Lim, Chiehyeon,Kim, Ki-Hun,Kim, Min-Jun,Heo, Jun-Yeon,Kim, Kwang-Jae,Maglio, Paul P. Butterworths 2018 International journal of information management Vol.39 No.-

<P><B>Abstract</B></P> <P>Service is a key context for the application of IT, as IT digitizes information interactions in service and facilitates value creation, thereby contributing to service innovation. The recent proliferation of big data provides numerous opportunities for information-intensive services (IISs), in which information interactions exert the greatest effect on value creation. In the modern data-rich economy, understanding mechanisms and related factors of data-based value creation in IISs is essential for using IT to improve such services. This study identified nine key factors that characterize this data-based value creation: (1) data source, (2) data collection, (3) data, (4) data analysis, (5) information on the data source, (6) information delivery, (7) customer (information user), (8) value in information use, and (9) provider network. These factors were identified and defined through six action research projects with industry and government that used specific datasets to design new IISs and by analyzing data usage in 149 IIS cases. This paper demonstrates the usefulness of these factors for describing, analyzing, and designing the entire value creation chain, from data collection to value creation, in IISs. The main contribution of this study is to provide a simple yet comprehensive and empirically tested basis for the use and management of data to facilitate service value creation.</P> <P><B>Highlights</B></P> <P> <UL> <LI> Nine factors that characterize data-based value creation were identified. </LI> <LI> The nine factors were identified and defined based on six action research projects. </LI> <LI> The projects used specific datasets to design new information-intensive services. </LI> <LI> Data usage in 149 information-intensive services was also analyzed. </LI> <LI> The nine factors are useful in analyzing and designing data-based value creation. </LI> </UL> </P>

THE EFFECTS OF THE MOBILE SNS EXPERIENCE ON VALUE CO-CREATION BEHAVIOURS AND CUSTOMER LIFETIME VALUE

Nam Hee Jin,Kyong Ryul Koo,Kyung Hoon Kim 글로벌지식마케팅경영학회 2017 Global Fashion Management Conference Vol.2017 No.07

This study aims to examine how the mobile social network service experience affects value co-creation and customer lifetime value. The mobile social network service experience includes mobile convenience, social compatibility, social risk, and cognitive effort. The research hypotheses with structural equation modeling are tested. In mobile SNS context, value co-creation behaviors essentially determine customer lifetime value of mobile shopping apps. Value co-creation behaviors have received little attention in mobile shopping. The mobile SNS experience strongly influences value co-creation behaviors. This study is based on a sample of mobile SNS users nationwide in Korea. Therefore, the generalizability of the findings has to be tested. Furthermore, the study examines customer lifetime value, which is good sales predictor of mobile shopping apps. Moreover, the research model included the positive and negative determinants on mobile SNS experience. Future researches examine other use intentions of mobile SNS. Value co-creation behaviors substantially affect customer lifetime value. Mobile shopping apps should increase customer lifetime value from mobile SNS experience and value co-creation. This study shows how individual mobile SNS user provides mobile shopping apps with profit through value co-creation. This study is the first to examine how mobile SNS users enhance value co-creation and how value cocreation behaviors affect customer lifetime value of mobile SNS users.

뷰티 1인 미디어에서의 서비스 가치창출 속성과 참여가치, 집단지성 및 공동창조 간의 관계 연구

서지혜,나윤규,강성민 한국인체미용예술학회 2022 한국인체미용예술학회지 Vol.23 No.1

In this study, the structural influence relationship between consumer value, collective intelligence, and co-creation was investigated from value creation attributes and the utilization of consumer participation in the one-person beauty media business model. For the above purpose, a questionnaire was given to 618 people (280 samples of corporate brand type, 338 samples of individual creator type) who experienced information sharing activities in the beauty one-person media. Further, internal consistency analysis, model fit analysis, and path analysis were conducted using SPSS and AMOS statistical packages. The results of this study were as follows. As a result of the analysis of the path relationship between the value creation attributes and the participation value of the beauty one-person media service, first, in the corporate brand type, core strategy, customer value, and strategic support had a significant effect on use-value, and core strategy, customer value, and value network had a significant effect on the exchange value. In the individual creator type, customer value, strategic resource, and value network had a significant effect on use value, and only customer value and strategic resource had a significant effect on exchange value. Second, as a result of analyzing the path relationship between the value creation attributes and exchange value of the beauty one-person media service. In the corporate brand type, only exchange value had a significant effect on collective intelligence, and in the individual creator type, both use value and exchange value had a significant effect on collective intelligence. Third, as a result of the analysis of the path relationship between the participation value and collective intelligence in the beauty one-person media service, collective intelligence significantly effected co-creation in both the corporate brand type and the individual creator type.

The Impact of Value Creation and Appropriation Elements on Performance

Chul-Min Kim(김철민),Kwang-Ho Park(박광호) 한국산업경영시스템학회 2017 한국산업경영시스템학회지 Vol.40 No.4

Companies must capture value for sustainable growth. Capturing value is a critical task for companies, particularly when operating own businesses and organizations or starting new business. The business strategy of many companies focuses on capturing the maximum value from customers and other stakeholders. Even though a wide range of studies on value creation and appropriation has been conducted in the strategic management field, most of studies are still conceptual and theoretical. Thus more empirical studies are required to suggest future-oriented value strategy. This study reveals the value creation and appropriation elements in the aviation industry of Korea. The purpose of this study is to understand the trend of value creation and appropriation in the industry. In addition, the relationship between the elements and firm’s performance are tested. The firm’s performance is defined by that past and future point of views. The sample were collected from Korean Air and Asiana Air. The empirical test shows that the elements of value creation-appropriation have significant impact on firm’s performance. Further, the element of value appropriation to customer has a positive impact both on firm’s past and future performance. Our results show that investors acknowledge a value-based strategy as a sign of stock valuation. The results of this test correspond with the earlier one, showing that maximizing customers value rather than shareholder value does deliver impressive returns. The finding suggest that companies need to change their strategy to efficiently manage performance. With the test results, we propose a value-based strategy to maximize firm’s future financial and stock performance.