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
Self-oriented
Active
Re-active
Other-oriented
Active
Extrinsic
Intrinsic
Efficiency
Play
(Output/Input, Convenience)
(Fun)
Excellence
Aesthetics
(Quality)
(Beauty)
Status
Ethics
(Success, Impression
(Justice, Virtue, Morality)
Management)
Re-active
Esteem
Spirituality
(Reputation, Materialism,
(Faith, Ecstasy, Sacredness)
Possessions)
Value Types
Community Value Creation
Area
Practice
Social Networking: Welcoming
Community
Engagement:
Impression
Management
Brand Use
Description
Welcoming new members to the community
Emphasising
Lending emotion or physical support for brand related issues
Governing
Articulating behavioural expectations within the community
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
Evangelising
Sharing good news about the brand to non-community members
Justifying
Deploying rationales for devoting time to the brand community
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
Voice
Consumer-member response to
Measurement of ‘positive voice’ and decrease
organisational performance (both positive and ‘negative voice’ by listening to what management
negative)
could improve.
Loyalty
Exits
Twist
Entry
Non-entry
Re-entry
Management Implications
Loyal to the brand/organisation but not
necessarily loyal to peripheral products
Exiting the brand relationship as customers –
but not the community
Understand why consumers are loyal, encourage
co-creation
Understand main concerns that lead to exit and
look to alter its behaviour and product/service
offering to prevent exit
Using consumption symbols not originally
Encourage positive twisting and co-creation of
intended in the way they used to – or creating culture and use it as a source of innovation.
unintended items, such as unofficial flags,
negative twisting can be used to understand what
symbols etc…
drives it and change management behaviour or the
product/service offering.
New consumers, becoming part of fan tribe
Identify what existing fans believe is necessary to
increase new fan entry
Identify barriers to consumption
Don’t consume the brand but enter the
community because of emotional bond to the
main brand
Boycotting the brand but not the community
Understand why the boycott occurs and use this for
(but will re-enter if reason for boycott is
change in management behaviour and/or the
removed)
product/service offering, to could encourage reentry.
Adopted from Healy and McDonagh 2012
Typology of Co-Creation
Customer-led
Collaborating
Firm-led
Selection
Co-designing
Submitting
Tinkering
Fixed
Open
Contribution Activity
Anti-Consumption
• Increasingly powerful ‘anti-consumption’
movements
Vendor/
Brand
Anti-‘Consumption
Rejection of Brand
Society’
Hegemony
Personal Values
Focus of Action
Selective
Conservation
Consumption
Conserve
Consume
Consumption Orientation