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Modelling customer process activities in interactive value creation

Modelling customer process activities in interactive value creation Purpose – Customers' role in value creation has changed dramatically over the past few years. Today, many firms view customers as co‐creators of value. Until recently, however, attention to customer integration was mainly directed toward customers' role in a firm's given supply processes. The goal of this paper is to show that processes on the customer side are equally important for the overall success of value creation. Design/methodology/approach – The reasoning for the role of customers is based on a theoretical discussion of customer integration, blueprints and customer scripts. Relating this work to the general problem of transaction costs from information asymmetries, the paper develops a typology of how customer scripts can be applied in various situations. Findings – It is found that customer scripts can have a positive effect on interactive value creation because they enable companies to build a holistic process image for all process participants. Research limitations/implications – Marketing must rethink its role as an agent of companies. Indeed, in interactive value creation, boundaries blur. However, the results lack broad empirical confirmation. Practical implications – It is argued that firms must adopt a customer perspective and provide an approach of how to achieve this. Originality/value – The paper reintroduces scripts in the marketing discussion. In addition, it provides a new typology of situations in interactive value creation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Service Management Emerald Publishing

Modelling customer process activities in interactive value creation

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1757-5818
DOI
10.1108/09564231111174997
Publisher site
See Article on Publisher Site

Abstract

Purpose – Customers' role in value creation has changed dramatically over the past few years. Today, many firms view customers as co‐creators of value. Until recently, however, attention to customer integration was mainly directed toward customers' role in a firm's given supply processes. The goal of this paper is to show that processes on the customer side are equally important for the overall success of value creation. Design/methodology/approach – The reasoning for the role of customers is based on a theoretical discussion of customer integration, blueprints and customer scripts. Relating this work to the general problem of transaction costs from information asymmetries, the paper develops a typology of how customer scripts can be applied in various situations. Findings – It is found that customer scripts can have a positive effect on interactive value creation because they enable companies to build a holistic process image for all process participants. Research limitations/implications – Marketing must rethink its role as an agent of companies. Indeed, in interactive value creation, boundaries blur. However, the results lack broad empirical confirmation. Practical implications – It is argued that firms must adopt a customer perspective and provide an approach of how to achieve this. Originality/value – The paper reintroduces scripts in the marketing discussion. In addition, it provides a new typology of situations in interactive value creation.

Journal

Journal of Service ManagementEmerald Publishing

Published: Oct 11, 2011

Keywords: Customer script; Customer process; Service blueprint; Value co‐creation; Co‐production; Customer integration; Customer relations; Marketing

References