There is a gradually spreading servitization trend that is forcing industrial manufacturing companies acting in the global market to rethink their business. Manufacturing companies that were traditionally perceived as product-centered, are today increasingly influenced by a service-oriented theory, which claims that manufacturing companies are driven to shift their business focus towards a strategy where customer-perceived value is in the spotlight, and where products are bundled with services to offer Product-Service Systems (PSS). The need to integrate several knowledge domains (i.e. product development, service development, recycling, etc.) means that industry companies need to move “downstream” knowledge from the entire lifecycle into the early phases of the PSS design process where critical decisions are made. At the same time, this raises the awareness of, and requirements for, methods and tools that support cross-disciplinary team collaboration in the process of designing these PSS solutions. Value co-creation is one strategy to address customer collaboration to develop PSS in a framework that allows different stakeholders to participate in defining design concepts and finding the optimal combination of hardware and service that supplies the desired value. Value co-creation strategy and global collaborative innovation are essential for manufacturing companies to explore new ways of designing PSS. The thesis summarizes the research performed by the author, as an industrial Ph.D. student and director for system innovation at BIGmind Innovation. This thesis aims to study and explore the motivation for, and challenges of, working with value co-creation for PSS design by global manufacturing companies. Firstly, the empirical research determined that there are different challenges that global manufacturing companies and product development face when designing PSS. The work involves exploring value co-creation via a customer collaborative design platform and experience prototyping for product-service system design. The research shows that there is a lack of knowledge about guidelines and processes for collaboration in value co-creation. The research emphasizes that the PSS design methodologies of today neglect to specify the roles and responsibilities of the actors who co-create PSS offerings, and there is a lack of understanding of the entire process and how it is implemented in industrial practice when developing solutions. Conclusions from this work suggest that government policies can make a fast and major impact on the demand for innovations and PSS development. Additionally, a value co-creation approach promotes large-scale user participation in the early phase of PSS design. To enhance stakeholder participation and gather feedback, experiential prototypes were utilized during the conceptual design phase of the PSS design. To support further development in the area of value co-creation, the Future Innovation Framework (FIF) is proposed as a mechanism to facilitate the adoption and use of value co-creation of PSS design. This thesis discusses the implications, opportunities, and challenges of the FIF for industrial PSS design. The thesis concludes with a discussion on the possibility of using value co-creation for PSS design in different industry domains in the future.

No description available.

The available literature presents a multitude of ways in which value creation can take place, and a near uncountable number of ways in which value creation can take place in digital contexts. However, little has been written in the way of value co-creation, or even value creation in general, in relation to the metaverse. This explorative study makes use of an abductive approach and will strive to identify how a game developer creates value for its customers in a metaverse context. Six qualitative interviews were conducted to collect data from a game developer within this new industry. The overarching process of collecting data is based on value co-creation theory and network theory. The study’s findings illustrate the involved and required factors when game developers co-create with customers, and shed light on the necessary amalgamation of different actors involved in the process. The conclusion can be summarised as follows: a game developer creates value for its customers through direct and indirect value adding activities. The first conclusion regarding direct value adding activities includes value co-creation, and is the basis of an improved conceptualised model based on previous theoretical literature, which can be used in future research.

Web2.0的概念自2005年被首次提出後，隨即在網路上造成一股革命的風潮，伴隨著Web2.0的特性，網路社群經營也變成了一門重要的網路企業經營顯學，以往單純的網路行銷或電子商務，在加入Web2.0的概念後，都從網路經營的本質起了很大的轉變。因此本研究即以個案研究的方式，來探討Web2.0旅遊網站的社群經營與價值共創的關係，並繼續延伸探討Web2.0旅遊網站的經營模式建議。 本研究選定澎湖的旅遊網站-沿著菊島旅行網站，作為本研究的個案網站，不同於一般Web2.0網站的社群經營，都是以虛擬社群的經營為主，本研究的個案網站卻是把實體旅遊業者納入社群經營的一支，創造出新的虛實整合經營模式。本研究即藉由深度訪談和焦點訪談，搭配DART和資策會的網站價值評鑑分析法，分析個案網站和實體旅遊業者在虛實整合下的共創價值模式，並以此為基礎，分析歸納出可行的網站經營建議方案，作為個案網站在未來的經營方向之參考。 / The concept of Web2.0 was published in 2005 for the first time and immediately became a new trend in internet business and internet study. In Web2.0 world, the e-commerce and e-business are no longer same and the virtual internet community becomes more important than ever too. In this thesis we’ll use a case study to figure out the new trend of communities management and value co-creation of Web2.0 travel websites. Our case website is a travel website named PHsea. It’s a travel website established for promoting Peng Hu tourism. But not like other travel websites in Taiwan, PHsea was the first travel website to manage the real community (tourist industry) in a way like virtual community and make real community and virtual community working together to create values for both sides. It’s a new discovery and in this study we’ll use the assessment method such as DART to find the authentication of value co-creation relationship by real community, virtual community and case website. In the end of this study we’ll try too find a possible business model for our case website too.

Despite much interest in service quality and various other service quality measures, scholars appear to have overlooked the overall concept of quality. More specifically, previous research has yet to integrate the effect of the customer network and customer knowledge into the measurement of quality. In this work, it is posited that the evaluation of quality is based on both the delivered value from the provider as well as the value developed from the relationships among customers and between customers and providers. This research examines quality as a broad and complex issue, and uses the “Big Quality” concept within the context of routine healthcare service. The last few decades have witnessed interest and activities surrounding the subject of quality and value co-creation. These are core features of Service-Dominant (S-D) logic theory. In this theory, the customer is a collaborative partner who co-creates value with the firm. Customers create value through the strength of their relations and network, and they take a central role in value actualization as value co-creator. I propose to examine the relationship between quality and the constructs of value co-creation. As well, due to the pivotal role of the decision-making process in customer satisfaction, I will also operationalize the value co-creation construct. Building upon the “Big Quality” concept, this study suggests a new approach by extending the quality concept to include the value-creation concept in Service Dominant Logic. This study identifies the associated constructs and determinants of Big Quality in routine healthcare management service, and examines the relationship among the associated quality constructs, customer satisfaction, and customer commitment. This study employed an online survey methodology to collect data. In data analysis, I used the variance-based structural equation modeling (PLS-SEM) approach to confirm the factor structure, proposed model, and test the research hypotheses. The results show that the customer’s participation in in-role and extra-role behaviors are positively associated with their perceived quality, satisfaction, and commitment level. The major contribution of this study to decision sciences and the service quality literature is the development of a comprehensive framework explaining the importance of value co-creation within the context of healthcare quality. Finally, this work examines perceived service quality as a key factor of customer satisfaction and the relationship of Big Quality with commitment level in healthcare service management.

隨著網際網路的愈加成熟，商業活動和企業本身不再侷限於傳統而單向性的思考以及運作。透過顧客體驗了美好的服務過程後，樂於在各式各樣的網路訊息傳播平台上進行分享，可以直接或間接地擴大了該企業或該項服務的宣傳效果。 　　有了這些顧客的參與，使得企業能夠在與消費者的互動當中獲得寶貴的意見及建議，進而達成良善的雙向互動。在無形當中，消費者們體驗了企業所提供之商品和服務的同時，一個個利害關係人隨之靠攏，而他們所貢獻的協助會讓企業提供的產品或流程內容更加精美，這種企業與顧客間價值共創的過程，甚至有助於社會的人道關懷及永續發展。 　　本研究將以價值共創的分析架構和觀點試圖回答下列問題： 1.如何善用價值共創來增進企業的核心能力與價值？ 2.如何快速連結企業與地方及社會大眾來擴散共同創造出來的價值？ 3.如何在發展過程中具體實踐企業的努力和價值來關懷當地居民與土地？ 　　本研究藉由文獻與學理回顧，進一步探討企業在偏鄉進行價值共創活動之內涵。以價值共創為基礎，架構內將價值共創的構面分為要素、目標和利益三個部分，這三個面向再分別以各四項參數進行觀察。本研究採用雙重個案研究法，以個案具有實質影響力的共創活動來進行深入探討。 　　本研究所得到的初步結論：（1）企業透過擴展價值共創的活動，取得各方參與的認同。（2）企業本身具有的理念和積極性能夠加深共創平台的影響力。（3）企業自發性下鄉主導價值共創能影響偏鄉形成有利的共創氛圍，並建立良好可持續發展共創活動的基礎。

Co-creation is nowadays a booming activity implemented by companies in order to be closer to their customers and to fulfil their needs. By using co-creation, a company involves their customers in the process of creation aiming to get ideas and insights that allow the company to launch a new product or to improve an existing product. Nevertheless, most of the companies think that implementing a co-creation process is a question of methodology. Companies believe that by building on a formalized method and by using a step-by-step implementation, the co-creation will be successful. The truth speaks something else. Recently, researchers started to pop-up trying to highlight how the co-creation is a complex process arising the likelihood of having a value co- destruction rather than a value co-creation as a result of the process. Further, in 2015, a study states the importance of studying and understanding the negative consequences of value co-creation. For these reasons, the purpose of our thesis is to understand the downsides of co-creation during new product development and their effects on the relationship between the company and the customers. Our research question is: What are the downsides of the co-creation process and their effects on the relationship between the company and customers during new product development? In order to answer this question, we conducted a qualitative study to collect our primary data using an in-depth semi-structured interviews. Data have been collected from eleven participants involved in the co-creation field. From experts of co-creation to designers and researchers, we wanted to have a practitioner point of view rather than from a customer perspective. Indeed, the objectives of conducting these interviews were to gain a focus understanding and a comprehensive perception of the individuals using, implementing, researching on, or consulting about the co-creation process. From the data collected, we analysed our interviews using a thematic network analysis approach. From then, we tested and discussed our empirical results and our concepts from our theoretical frame of references. Through the analysis of the interviews data, we are able to state that there are four main downsides of the co-creation process during new product development: misbehaviour of the company, mismanagement of the environment, miscommunication and mismanagement of the process. The effects of these downsides will affect: the company, the product, the customer satisfaction, trust and commitment and the emotions. Further, we are capable to confirm the importance of the variables of trust, commitment and customer satisfaction in the management of a relationship. Finally, we compromise the idea of customer self-blaming, and the term of “failure”. Indeed, our analysis shows that the responsibility of co-creation belongs to the company that owns the project. Hence, the customer will not blame themselves or feel guilty in case of unsuccessful outcomes. Interestingly, our analysis debates about the use of the term failure to express unexpected negative outcomes from the process. We conclude that a mismanaged co-creation can be perceived as a learning process rather than a failure per se, leading us to confirm that we cannot consider the co-creation outcome as a failure.

Digitaliseringen driver fram ny teknik och förändrade konsumtionsbeteenden. De flesta företag är överens om att det är viktigt att etablera digitala tjänster och kanaler till sina kunder som förstärker kundrelationer. En digitalisering av fysiska kundmöten kan dock vara en utmaning i en organisation som har haft långsiktiga och personliga möten som ett koncept för framgång. Denna studie undersöker vilket värde som företag och kunder får i fysiska möten och vad som krävs för att det ska skapas samma värde i digitala möten. Målet är att identifierar vilka parametrar som är viktiga i kundmöten och hur väl dessa skapar värde i både fysiska och digitala möten. För att identifiera parametrar har det utförts en litteraturstudie, medarbetare och kunder som deltar i kundmöten på företaget WSP har intervjuats samt så har en enkät skickats ut till kunder som deltar i kundmöten. Empirin från intervjuerna och enkäterna har sammanställts och parametrar från tidigare studier har bekräftats, men även nya har upptäckts. Resultatet tyder på att kommunikationsinnehållet och behovet av att utveckla relationer är det största faktorerna som påverkar beslutet om digitala eller fysiska möten ska användas. Vidare så är det viktigt att valet av mötesform anpassas efter syftet med mötet samt efter vilken fas som relationen befinner sig i. Detta för att öka mötets effektivitet och för att skapa starka relationer. I början av en relation krävs det möten som bidrar till uppbyggnad av tillit och ett visat engagemang. Dessutom har även parametrarna kompetens, förståelse, trovärdighet, tillit och trevligt uppträdande betydande roll för att skapa värde i möten. Medan lyhördhet och kommunikation är grundförutsättningar för att skapa värde i alla mötesformer. / Today’s customer meetings are undergoing a change from focusing on individual channels to an optimized experience through all channels. Most companies agree that it is important to establish digital services and channels that strengthen customer relations. However, digitizing physical customer meetings can be a challenge in an organization that has had long-term and personal meetings as a concept of success. This study investigates the value that companies and customers receive in meeting in person and what it takes to create the same value in digital meetings. The goal is to identify which parameters are important in customer meetings and how well they create value in both physical and digital meetings. To identify parameters, a literature study, interviews with employees and customers participating in customer meetings at the company WSP have been conducted and a survey has been sent to customers who participate in customer meetings. The data from the interviews and the survey have been compiled and parameters from previous studies have been confirmed, but new have also been discovered. The result indicates that the need of communication and to develop relationships is the key factors that influence the decision whether digital or physical meetings should be used. The decision is also influenced by time and space constraints. Furthermore, the choice of meeting form depends on the purpose of the meeting and the phase of the relation. At the beginning of a relationship, meetings are required that contribute to trust and commitment. Furthermore, the parameters of competence, understanding, credibility, trust and good conduct also have a significant role in creating value. While sensitivity and communication are the prerequisites for creating value in all forms of meeting.

Submitted by Vanessa Nunes (vnunes@unisinos.br) on 2015-03-26T18:01:21Z No. of bitstreams: 1 LeticiaChemale.pdf: 14450426 bytes, checksum: 17412d5f1261ee67ef3a6f549e5bc364 (MD5) / Made available in DSpace on 2015-03-26T18:01:21Z (GMT). No. of bitstreams: 1 LeticiaChemale.pdf: 14450426 bytes, checksum: 17412d5f1261ee67ef3a6f549e5bc364 (MD5) Previous issue date: 2013-07-31 / Nenhuma / O setor da saúde, no Brasil - vital para o desenvolvimento do país - tem se modificado drasticamente, nos últimos anos. Com as novas tecnologias, os novos conhecimentos médicos e o maior poder aquisitivo da população, a competição na área se tornou cada vez mais acirrada. O segmento de diagnóstico por imagem se caracteriza, em Porto Alegre/RS, pela concorrência entre clínicas particulares, muitas vezes, administradas por médicos ou por gestão familiar. A briga por uma fatia maior das clínicas particulares compete diretamente com grandes corporações hospitalares, o que contribui para a gestão profissional do setor, em que as empresas buscam a estratégia como uma ferramenta sustentável, para criar valor entre seus clientes. Esta dissertação tem por objetivo propor a elaboração de um modelo de gestão estratégica para a Clínica de Diagnóstico por Imagem Irradial. Inicialmente, foram realizadas quatro etapas, na empresa, por meio da pesquisa-ação. A primeira e segunda buscaram identificar e explicitar o cenário a que empresa estava inserida. Com este objetivo cumprido, através de seminários e de workshops com os diretores, foi possível esclarecer a visão e analisar a estratégia da empresa. A terceira etapa da pesquisa tinha por objetivo reconhecer as expectativas e as demandas dos stakeholders da empresa. Através do grupo de foco, com alguns médicos, clientes, funcionários e diretores, identificaram-se os fundamentos da cocriação de valor e formulou-se a estratégia da empresa, utilizando o Business Model. Em um segundo momento, ainda da terceira etapa, foi aplicado aos diretores um questionário semiestruturado, para a verificação da possibilidade de viabilizar a estratégia formulada,de acordo com os recursos reais da empresa. A quarta etapa visou definir um conjunto estruturado de objetivos e de indicadores interligados na relação causa-efeito e as perspectivas do balanced scorecard, que contemplassem a estratégia sugerida. Por meio de workshops e de seminários com os diretores, traduziu-se a estratégia definida, através de objetivos e de indicadores, nas perspectivas do balanced scorecard. A partir do resultado de cada etapa, utilizando-se um conjunto de ferramentas tradicionais e já conhecidas pelas empresas - que propiciam e privilegiam os processos de inovação de valor - propôs-se o mapa estratégico da Irradial, que configura a estratégia escolhida pela empresa e a desdobra a todos os envolvidos, sustentando uma vantagem competitiva que a empresa busca, para atuar, no mercado. / The health sector in Brazil - vital to the country’s development – has changed drastically over the past few years. Due to new technologies, new and improved medical knowledge and greater buying power of the population, completion has become increasingly fierce. The image diagnosis segment is characterized in Porto Alegre/RS by the competition among private clinics, many times managed by doctors or family enterprises. The struggle for a bigger market share by the private clinics competes directly with large hospital corporations, which contributes to professional management in the sector, and companies look for strategies as sustainable tools to create value among their clients. The objective of this dissertation is to propose the development of a strategic management model for theClínica de Diagnóstico por Imagem Irradial. Initially four steps were taken within the company through survey-action. The first and second steps attempted to identify and demonstrate the scenario in which the company was a part of. After fulfilling such goal, by having seminars and workshops with the directors, it was possible to clarify the vision and analyze the company's strategy. The third step of the survey had the intention to establish the expectations and demands of all company’s stakeholders. Through a focus group with some doctors, clients, employees and directors it was possible to identify the fundamental value co-creation and the company’s strategy was formulated, utilizing the Business Model. Later on, still during the third step, a semi-structured questionnaire was applied to the directors in order to check the possibility of making the formulated strategy viable based on the actual resources of company. The fourth step aimed to define a structured set of goals and indicators interconnected in the cause-effect relation, as well as the perspectives of the balanced scorecard, to contemplate the suggested strategy. Through workshops and seminars with the directors the defined strategy was translated based on goals and indicators in the perspective of the balanced scorecard. From the result in each step, by utilizing a set of traditional tools already known by the companies – which provide and privilege the innovative processes of value – Irradial’s strategic map was proposed, which sets the strategy chosen by the company and is applied to all involved, giving the competitive edge that the company seeks to act in the marketplace.

A l'heure où les entreprises de service sollicitent de plus en plus leur clientèle, cette thèse examine les rôles respectifs de l'appropriation du service et de la participation du client dans le mécanisme de co-création de valeur. Une première étude qualitative exploratoire réalisée dans le secteur de la santé a permis de définir le concept d'appropriation d'un service et d'explorer la co-création de valeur du point de vue du client. Une étude empirique a, par la suite, été conduite auprès de 508 patients diabétiques. Les résultats montrent que l'appropriation du service joue un rôle déterminant dans la formation de la valeur "dans l'usage" pour le client et engendre sa participation au service. L'apport de cette recherche est de proposer un cadre général et une modélisation pour étudier la co-création de valeur du point de vue du client. De plus, elle permet d'approfondir la compréhension du concept d'appropriation en marketing en validant empiriquement certains de ses antécédents et conséquences. Enfin, des préconisations pratiques sont proposées aux managers pour piloter l'appropriation de leur service et engager leurs clients dans la co-création de valeur. / This thesis examines the role of service appropriation and client participation in the value co-creation mechanism in services. First, an exploratory study in the health sector aimed to propose a comprehensive framework for service appropriation and analysed the process of value co-creation from a "customer centric" perspective. Second, a quantitative study was conducted with 508 diabetics patients. The results highlight the impact of service appropriation on value formation and on client participation. This research may contribute to the theory of value co-creation by proposing a modelization of its mechanisms. Plus, it gives clues to deepen the understanding of the concept of appropriation in marketing. Finally, this study provides important insights into how service providers and managers should manage the appropriation of their services and engage customers in the value co-creation process.