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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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Le présent article propose d’analyser les stratégies industrielles et, partant, d’identifier et de discuter les enjeux de régulation dans le domaine de l’oncologie où l’importance des toxicités des chimiothérapies rend particulièrement pertinent le développement de tests de pharmacogénomique qui ouvrent des possibilités nouvelles de prescription de médicaments fondée sur les résultats de tests génomiques. L’analyse des stratégies industrielles susceptibles d’être déployées dans le contexte de biens complémentaires montre notamment comment la régulation publique peut être utilisée à des fins stratégiques par les différentes firmes impliquées et pointe l’impact sur la diffusion des décisions publiques concernant la fixation des prix.