Co-creating brands: Diagnosing and designing the relationship experience

Abstract

The traditional goods-dominant logic of marketing is under challenge and leading researchers are now emphasizing the new service-dominant logic (Vargo and Lusch, 2004). One of the key foundational propositions of this logic is the customer as "always being a co-creator of value" where "the brand becomes the experience" (Prahalad, 2004). In this paper, the authors examine the concept of brand relationship experience in the context of co-creation and service-dominant logic and outline a conceptual model for designing and managing the customer experience. Case study research illustrates how this model helps in the design and management of the brand relationship experience for an innovative new product.

Internal brand co-creation: The experiential brand meaning cycle in higher education

“…The findings, thus, imply how ineffective internal branding can create tensions for employees, which could jeopardize the brand co-creation process. The lack of a shared brand meaning within the internal market hinders employees from delivering the brand experiences as promised to customers and other stakeholders, which is the desired outcome of brand co-creation (Payne et al, 2009). The interactions between internal and external stakeholders may result in a co-created brand identity that misrepresents the core brand values.…”

“…Through these dialogues, the stakeholders co-create and define brand identity for themselves. Payne, Storbacka, Frow, and Knox (2009) highlight the diverse nature of the core responsibilities of internal stakeholders because customers rarely engage in co-creation alone. Their argument emphasizes the importance of the internal market.…”

“…Studies in brand co-creation (e.g. Hatch & Schultz, 2010;Payne et al, 2009;Pongsakornrungsilp & Schroeder, 2011) highlight the interactions between internal and external stakeholders. However, an understanding of how brand meaning is created, shared, and co-created among the internal stakeholders before interacting with external stakeholders is limited.…”

“…Hence, internal branding encourages social interactions both between management and employees, and between employees to ensure a shared understanding of brand meaning within the internal market. For Payne et al (2009), employee engagement is important in brand co-creation because the outcome of co-creation is the development of brand experience. This concurs with the internal branding literature that argues that the internal market must first understand and be committed to deliver the brand identity core values to customers to create a shared brand meaning between the internal and the external markets (Balmer et al, 2010;Burmann et al, 2009;Punjaisri & Wilson, 2011).…”

The Importance of “Contextualisation” in Small and Medium-Sized Firms Valuation: Evidences from an Italian Case Study

“…More specifically, the centre of the process of value creation is determined in the interaction between company and customer and moreover is a value co-creation (Ranjan & Read, 2016). The customer has an active role with the company (Prahalad & Ramaswamy, 2004) through the direct or indirect cooperation in one or more phases of production or consumption (Payne, Storbacka & Frow, 2008;Payne, Storbacka, Frow, & Knox, 2009;Hoyer, Chandy, Dorotic, Krafft, & Singh, 2010;Roggeveen, Tsiros, & Grewal, 2012).…”