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Digital Concept: Co-Creation, Part 2

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Marketing in a Digital World

일리노이대학교 어버너-섐페인캠퍼스

4.7(5,624개의 평가) | 240K명의 학생이 등록함

디지털 마케팅 전문 분야에서 7의 강좌 1

This course examines how digital tools, such as the Internet, smartphones, and 3D printing, are revolutionizing the world of marketing by shifting the balance of power from firms to consumers. Marketing in a Digital World is one of the most popular courses on Coursera with over 150,000 Learners and is rated by Class Central as one of the Top 50 MOOCs of All Time (https://www.class-central.com/report/top-moocs/). This course is part of the iMBA offered by the University of Illinois, a flexible, fully-accredited online MBA at an incredibly competitive price. For more information, please see the Resource page in this course and onlinemba.illinois.edu.

강의 계획서 보기

배우게 될 기술

Marketing, Digital Marketing, Marketing Mix, Pricing Strategies

검토

4.7(5,624개의 평가)

5 stars
4,136 ratings
4 stars
1,193 ratings
3 stars
193 ratings
2 stars
42 ratings
1 star
60 ratings

HJ

Aug 08, 2016

Greetings ,\n\nThis course is very beneficial and i thank the professor and everyone else at Coursera.\n\nPlease direct me, to be a talented successful individual in Digital Marketing.\n\nThank You.

AN

Jan 18, 2017

Great! This first course is an awesome introduction to the digital marketing world. It will change your mind and will open your eyes to show what it's already happenning and you didn't realize yet.

수업에서

Course Overview and Digital Tools for Developing Innovative New Products

In this module, you will become familiar with the course, your instructor, your classmates, and our learning environment. Then, you will learn how new digital tools are enabling customers to take a more active role in developing and branding the products they consume.

Digital Concept: Co-Creation, Part 14:06

Digital Concept: Co-Creation, Part 214:18

Digital Concept: Co-Creation, Part 36:35

강사:

Aric Rindfleisch
John M. Jones Professor of Marketing

스크립트

[ Music ]

>> Now that we have this basic definition, let's take a bit

of a deeper dive into some more specific concepts

about customer co-creation.

It's a fascinating topic and I'm doing some research

in this domain.

So there are lots of things we could talk about,

but for purpose of our discussion, I want to focus

on three issues in particular.

First of all, what are the steps involved

in customer co-creation?

Second of all, what motivates customers

to engage in this activity?

And thirdly, what are some different types

of customer co-creation?

So, first of all, let's talk about the steps involved

in the co-creation process.

Successful co-creation requires two key steps.

First of all, a firm must convince its customers

to submit their ideas, to give them contributions.

So, contributions is the first step.

Second, once it receives these contributions,

it must then select the few valuable ones for the many

that are less valuable.

So we think of this second step as a selection process.

So you think about, again, customer co-creation as,

first of all, getting contributions and second of all,

selecting the good from the bad.

Now, this may sound quite simple -- these two basic steps --

but in actuality, both of these processes are quite challenging,

but for different reasons.

First of all, getting contribution is actually quite

hard because most customers, like you, are quite busy

and typically care very little about your products.

They don't have much incentive

to spend their valuable time giving you ideas

to benefit your company.

As a result, most co-creation efforts fail

because they don't get many submissions.

No one gives them any ideas.

Second of all, once you get ideas --

if you are successful with getting contributions,

the selection process is actually quite challenging.

Because most submissions are not very useful --

there may be ideas that you have thought about before,

maybe too idiosyncratic for a given customer

that may alienate other customers,

or maybe they are too expensive.

As a result, firms face a very difficult task of having

to reject customer submissions and risk the danger

of creating bad will that some

of the most highly engaged customers

who are giving them ideas --

having to reject these valuable ideas.

Thus, in order to be successful at co-creation,

firms must both -- first of all --

convince customers to give them ideas, and then, second,

have a way of rejecting these ideas

without alienating their customer base.

Second of all -- the second [Inaudible] we like to talk

about is how to motivate customers

to engage in this activity.

So why would a customer spend their valuable time

to give a firm ideas?

There are two main methods for motivating customers to engage

in co-creation: first of all, social recognition,

and second of all, financial reward.

Most firms that are successful

in customer co-creation employ both the social

and the financial incentives.

Usually, these rewards go

to customers whose contributions have been selected.

So, only those few whose ideas are being used are

typically rewarded.

For example, customers who submit winning designs

to Threadless t-shirts receive both a $2,500

in monetary incentives;

they also receive the intentional benefit

of having their name printed on the back of the t-shirt's label.

So each t-shirt that is designed using your submission carries

your name.

Now let's talk a bit about different types of co-creation.

Co-creation is a large category and there are lots

of different types of activity within this broader category.

This comes from some recent research that I have conducted

with my former doctoral student, Matt O'Hearn.

Matt is now at the University of New Hampshire.

He is a faculty member there.

And we have published an article

that identifies four different types of co-creation based

on a two-by-two matrix.

>> Here is a picture of our matrix.

As you can see, it is based on the two key steps

in the customer co-creation process.

So, on the X axis we have the contribution step.

On the Y axis we have the selection step.

And with each of these axis, we have both a high

and a low degree of customer control over each process.

So you see under contribution, the first box is fixed,

which means that the customer has very little control

over the contribution process and the firm will fix the types

of contribution that it wants.

For example, the size of the contribution could be the color.

It could be a particular design.

The next box, Open, indicates

that the firm has much less control over the process

and allows a much wider range of types of customer contributions.

In essence, customers are able to contribute just

about anything that they would like.

I would say the same thing under selection.

Under the firm-led process, it is largely the firm

that does the selection activity.

The firm picks the winning submissions.

In the customer-led category, the firm relies more

on the customers to select the winning submissions.

So it could be, for example, based on a customer vote,

number of points, number of thumbs up -- that sort of thing.

This provides -- this two-by-two matrix provides four different

types of customer co-creation.

So at the very extremes, we have the bottom left submissions,

in which a firm maintains tight control

over both contribution and selection.

And on the other extreme, on the far upper right,

we have collaborating, in which the firm releases much control

over both contribution and selection.

And in between these, on the off diagonal,

we have co-designing and tinkering.

In the article that we have assigned,

attached to this video lecture,

we go into more details about this matrix.

Let me provide a few more details in terms

of both some concrete examples, as well as a discussion

of the process by how these different mechanisms work,

because there is some differences

in terms of how they work.

So, a few examples.

So, first of all, a good example of collaborating --

we talked about Apache -- about open source software,

in general, is a great example because both the contributions

and the selection processes are largely open and determined

by the customer user base.

So that's a great example of collaborating.

We talked about Little Big Planet.

This is a good example of the tinkering process because, here,

we have -- if you recall -- under tinkering, we have more

of a firm-led selection process.

So we have -- in Little Big Planet,

although the users are creating the platform,

the firm has control over which ones it selects

to actually be published and distributed.

We move on to the two other examples

of customer co-creation -- designing and in sharing.

We talked a bit about Threadless t-shirt --

a great example of the designing process.

So, in Threadless, the community votes on the winning designs

but the actual contributions are constrained in terms

of the design and it has to be a t-shirt.

So you can't design a mug.

You can't design an umbrella.

It has to be a t-shirt and a certain color scheme

and a certain design template.

So what you'll see, even though Threadless t-shirts are designed

-- each t-shirt is designed by a different designer,

just about -- you'll see a very consistent look

from one t-shirt to the other.

Finally, sharing.

So we go back to our matrix.

We'll see that in sharing you have both fixed contributions,

but also firm-led selection.

So this is the most constrained of the four types

of customer co-creation.

Let me talk about this one example that you see before you.

This is actually from Electrolux.

And can you guess what this -- this is an appliance --

what type of appliance this is?

It's not apparent by its -- by this picture.

But if you look in the background,

it might give you some hints.

So this is actually a new appliance that is designed

to provide an alternative means of drying your clothes.

So, almost a home form of dry cleaning, in which instead

of the typical drying process that would dry

by heating your clothes, this device releases positive ions

that would break up the dirt, clean it, and dry it over time.

And this device was not just developed by Electrolux,

but was part of what they call a design lab competition

that they hold every year.

And, typically, the submissions for this competition are done

by engineering students across the world.

So this particular design was developed a few years ago

by a Taiwanese undergraduate engineering student.

So Electrolux will sponsor this competition.

It is very defined in terms of the submissions have to be

about appliances that have some potential market value.

And then all of the designs are voted

on by a small panel of Electrolux judges.

So both the contributions

and the selections are very tightly controlled

by Electrolux.

And we have a website for all of these different examples.

You can browse for additional information.

Now let's talk a little bit about the actual processes

by how each of these techniques work.

So we're going to group collaborating and tinkering,

because these are the kind of more extreme forms

that firms have less control over.

And then also we will then look at sharing and co-designing.

So here, we have a flow chart that talks

about the process from start to finish.

And if you look at both of these,

there is quite some similarities in terms of the processes.

So we have a firm releasing something that is developed

and then we have a second step in which some

of the customers -- again, not all of the customers,

but some of the customers -- usually a small percentage,

typically 10% or less, will take that initial offering

and modify it or suggest changes in some way.

And then other customers --

usually these changes are transparent

and a broader customer base will see these contributions

and they can either vote on them or further modify them.

And then, over time, the firm

or the project team will see both the contributions as well

as the broader market reaction to these contributions

and then engage in some sort of selection process.

So you see collaborating on the figure on the left.

The key difference here is that the --

in tinkering, you have a firm releasing a final product.

Like with Sony, the Little Big Planet video game worked.

This was a workable game that anyone could use

without tinkering with it.

In collaborating, typically a project is not viable.

It's usually what is called the source code.

It's a minimal foundation in which to launch a product.

So that's one distinction between the two is

in collaborating, the product is usually at an earlier stage

of development, and then also that in phase four,

there is another distinction between these two steps.

With tinkering, the firm typically doesn't change.

The firm is the firm and customers don't become the firm.

But in collaborating, if you are a very active contributor

and you have shown that you have made significant contributions

to a source code, you could actually become part

of the project team.

So in that sense, by becoming part of the firm itself,

we have a much more active

and much more decentralized selection process.

Now let's talk about the remaining two types

of co-creation: co-designing and sharing.

And again, these two types have quite a bit in common.

We see co-designing on the left and sharing on the right.

In both of these, we have users or customers

who are submitting ideas to a firm, ideas or designs,

and then we have a selection process.

So in co-designing, typically the community has a strong voice

in selecting the contributions that should go forward.

So we saw it with Threadless.

We have the actual votes and comments

by customers play a big role in the selection process.

In the sharing example -- we used Electrolux earlier --

it's simply a small team,

typically of corporate executives,

who make the selection process.

So that's a fundamental difference.

And then, from that, a very similar process afterwards

in which the selections are basically either integrated

into an existent design or launched

as a stand-alone commercial product.

So those are the four types of customer co-creation.

Hopefully these examples

and these process models give you a deeper insight

into how they work and where they are effective.

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