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 Passive Active (through co-creation) 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 Status (Success, Impression Management) Ethics (Justice, Virtue, Morality) Esteem (Reputation, Materialism, Possessions) Spirituality (Faith, Ecstasy, Sacredness)

Value Types

Community Value Creation Area Practice Description Social 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 Voice Consumer-member response to organisational performance (both positive and negative) Measurement of ‘positive voice’ and decrease ‘negative voice’ by listening to what management could improve. Loyalty Loyal to the brand/organisation but not necessarily loyal to peripheral products Understand why consumers are loyal, encourage co-creation Exits Exiting 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. Entry New 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-entry Boycotting 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 Customer-led Co-designing Collaborating Firm-led Submitting Tinkering Fixed Open Contribution Activity

Increasingly powerful ‘anti-consumption’ movements Focus of Action Vendor/ Brand Anti-‘Consumption Society’ Rejection of Brand Hegemony Personal Values Conservation Selective Consumption Conserve Consume Consumption Orientation