Consumer Brand Value Co-creation Typology

Guzmán, Francisco; Paswan, Audhesh K.; Kennedy, Eric

doi:10.1177/2394964318804712

Cited by 21 publications

(15 citation statements)

References 73 publications

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“…In terms of ownership and locus , while brands are legally owned by firms, embody a firm’s value offering and help firms bring innovation to the consumers, brands are evermore owned and reside within consumers’ minds (Halliday and Trott, 2010). This is in synch with recent writings (Dean et al , 2016; Lusch et al , 2007; Guzmán et al , 2019; Gyrd-Jones and Kornum, 2013; Hatch and Schultz, 2010; Iglesias et al , 2013; Kazadi et al , 2016; Kennedy and Guzmán, 2016, 2017; Merz et al , 2009, 2018; Storbacka et al , 2016; Vallaster and von Wallpach, 2013) that suggest that it is the end consumer who creates (or co-creates) value, and firms can only offer a value proposition or a value creation platform. Recent literature even goes to the extent of defining brands as an assemblage of heterogonous human and nonhuman actors (Price and Coulter, 2019), given that individuals expect high levels of engagement and interaction with the brands they consume (Veloutsou and Black, 2019; Harmeling et al , 2017).…”

Section: Brandingsupporting

confidence: 67%

“…Value creation is the end goal of all business activities, and successful firms constantly attempt to create superior value propositions to gain competitive advantage (Amit and Zott, 2001; Grönroos and Voima, 2013; Lusch et al , 2007; Paswan and Guzmán, 2017; Schumpeter, 1934; Vargo and Lusch, 2008, 2016). Value is especially central to two focal functions – branding and innovation (BI) (Aaker, 2007; Clayton and Turner, 1998; Guzmán et al , 2019; Keller and Lehmann, 2006; Lee et al , 2016; Veloutsou and Guzmán, 2017). These two functions have a synergistic effect on the value, and thus could be seen as complementary (Aaker, 2007; Beverland et al , 2015; Bhat and Bowonder, 2001; Brexendorf et al , 2015; Lee et al , 2016), and yet are often at odds with one another (Ambler and Styles, 1997; Beverland, 2005; Beverland et al , 2010; O'Cass and Ngo, 2007).…”

Section: Introductionmentioning

confidence: 99%

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Innovation-branding: should all firms be equally ambidextrous?

Paswan

Guzmán

Pei

2020

JPBM

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Purpose The fundamental question asked in this study is – should all firms engage in innovation and branding activities to the same extent to achieve their goals? The purpose of this paper is to answer this question, a strategic typology that integrates branding and innovation (BI) from an organizational ambidexterity perspective is proposed. Design/methodology/approach This paper builds theory by proposing a typology. Integrating the literature on BI, organizational ambidexterity and resource/knowledge-based view of firms, this study posits that to create a value proposition, a firm could choose to engage in innovation and branding activities in a variety of ways depending on their dominant strategic orientation along two dimensions of ambidexterity. Findings The four proposed typical branding-innovation orientations are low innovation × low branding; low innovation × high branding; high innovation × low branding; and high innovation × high branding. Practical implications A firm should choose its dominant strategic orientation depending on conditions such as market, consumers, needs and demand and resources. Originality/value By framing the innovation-branding paradox within an organizational ambidexterity framework, the proposed typology helps integrate two complementary and yet conflicting organizational functions by shifting the focus from an operational to a strategic level.

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Section: Brandingsupporting

confidence: 67%

Section: Introductionmentioning

confidence: 99%

Innovation-branding: should all firms be equally ambidextrous?

Paswan

Guzmán

Pei

2020

JPBM

Self Cite

View full text Add to dashboard Cite

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“…What is evident is the importance of “co-creation” in the creation of brand experience and the role of multiple stakeholders, specifically the consumer and the firm, in co-creating brand value (Payne et al , 2009; Iglesias et al , 2013; Vallaster and Wallpach, 2013; Ramaswamy and Ozcan, 2016). At the heart of “brand co-creation” is the role consumers play (Bange et al , 2020) and the varying levels of consumer engagement in which brand co-creation occurs (Guzman et al , 2019). In essence, brand co-creation is an interactive process prompted through consumer involvement in the brand (Kao et al , 2016).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Mobilising SDG 12: co-creating sustainability through brands

Palakshappa

Dodds

2020

MIP

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PurposeThis research extends understanding of the role brand co-creation plays in encouraging ethical consumption. The paper addresses sustainable development goal 12 (SDG 12): ensure sustainable consumption and production patterns, exploring how brand co-creation can be employed to advance this development goal.Design/methodology/approachThe Customer Brand Co-creation Model is used within an embedded case design to understand the role of the brand and the consumer in promoting sustainable consumption within the fashion industry.FindingsInitial insights suggest marketing has much to offer sustainability through the use of the brand. An extended brand co-creation framework highlights the importance of embedding sustainability and viewing the consumer as central to mobilising SDG12.Practical implicationsAn important concern is to ensure sustainability is embedded within the activities and strategy of the organisation and viewed as integral rather than peripheral.Originality/valueThe paper examines aspects crucial to co-creation of “sustainability” through a focus on both the consumer and the brand. Case narratives provide a strong foundation to consider the Customer Brand Co-creation Model and implications of this framework for managerial practice. This study extends the model to encompass the umbrella of “sustainability” and the firm's perspective.

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“…This assumption is in accordance to the service-dominant logic (SDL) that posits that value results from a co-creation process (Prahalad, 2004) that is collaborative, culturally based and contextually grounded (Fournier et al, 2008). Nevertheless, the degree of co-creation may vary among stakeholders depending on how much they are prompt to interact in the brand-building process (Guzmán et al, 2019).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

How the Creative Class Co-creates a City’s Brand Identity: A Qualitative Study

Rodrigues

Schmidt

2021

Journal of Creating Value

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Purpose: Place branding is a discipline with high relevance for a city's policymakers and for hospitality and tourism management, and this is even more true in the context of creative cities. This article explores how the creative class contributes to a city’s brand identity and, by doing so, delivers valuable advice for marketing representatives of creative cities. Design/methodology/approach: Our study builds on a qualitative study, interviewing 18 members of the creative class in 3 diverse European cities. Our methodology was based on grounded theory: We simultaneously collected and analysed data and created analytic codes and categories. Findings: This article suggests that the creative class is an important enactment stakeholder in the identity formation process of a place, as well as destination marketing organizations (DMOs) and other stakeholders. Additionally, it is demonstrated that the creative class co-creates a city’s brand identity by bringing new rhythms and forms of expression to the cityscape. Originality: This article contributes to the fast-growing place brand identity literature by exploring the role of the creative class in the context of cities. It also intends to provide a better understanding of how the creative class co-creates and contributes to their city’s brand identity. Since similar studies do not exist, our article fills an important research gap. Research limitations/implications: Our study shares the limitations of qualitative studies, but the resulting conceptual model of brand management in the context of a creative city offers a springboard for future research in this regard. Practical implications: City representatives and tourist managers need to understand what is the value-in-use generated by the creative class in the brand identity process and must be aware that the creative class plays a key role in delivering the brand message.

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Consumer Brand Value Co-creation Typology

Cited by 21 publications

References 73 publications

Innovation-branding: should all firms be equally ambidextrous?

Innovation-branding: should all firms be equally ambidextrous?

Mobilising SDG 12: co-creating sustainability through brands

How the Creative Class Co-creates a City’s Brand Identity: A Qualitative Study

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