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Purpose The strategy of co-creation with customers is a fast-growing topic within the academic community, which companies are trying to master. This study aims to elucidate the range of possible co-creation strategies and identify how service firms can assess and improve co-creation to reap the most benefits. Design/methodology/approach This study examines 13 companies from five service industries, using netnography to analyse how they approach co-creation. The firms’ co-creation strategy is analysed according to the forms of co-creation they choose and the type of activities involved in the value chain, primary, support and corporate social responsibility (CSR). Findings This study identifies three co-creation axes (C3) for companies: primary activities, support activities and CSR activities. Then, four levels of customer involvement (A4) are defined as follows: levels zero (await), one (advise), two (assist) and three (act). As such, this study positions firms according to the A4C3 customer-centric matrix. Practical implications In this co-creation benchmark, firms should use the A4C3 customer-centric matrix to understand their positions vis-à-vis competitors. This allows firms to establish an appropriate co-creation strategy for their services so that customers are the actors in their personalised service. Originality/value This study is the first to propose a framework through which a company can identify three types of co-creation activities (primary, secondary, CSR; C3), using it to increase co-creation and draw inspiration from other companies.

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