The Future of Competition: Co-Creating Unique Value With Customers (Anglais) Relié – 1 janvier 2004
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Description du produit
Revue de presse
--Long Range Planning, January 2007 --Ce texte fait référence à une édition épuisée ou non disponible de ce titre.
Présentation de l'éditeur
Once passive recipients of the products and services companies created for them customers are now active participants who actually co-create the value they receive, from products and services they help develop, test, and distribute.
Whereas in the 1990s competitive advantage was derived from the authors landmark notion of core competencies (those activities a company does better than anyone else), in the future it will come from how proficient companies are at providing opportunities for customers to co-create unique experiences.
Prahalad and Ramaswamy present four key building blocks that will enable companies to co-create the future with customers transparency, access, dialogues, and risk management and illustrate them through rich examples from a wide range of companies. As bold and far-reaching as Competing for the Future a decade ago, this book will redefine strategy for the Information Age. --Ce texte fait référence à une édition épuisée ou non disponible de ce titre.
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The idea of co-creation can be directly related to the concept of customer relationship management (CRM) from the book, "Managing Customer Relationships" by Don Peppers and Martha Rogers. Peppers and Rogers state that CRM is a set of business practices designed to put an enterprise into closer touch with its customers in order to learn more about them and deliver the best value to each of them (2007). Similarly, "The Future of Competition" states that value is co-created when companies and consumers interact (Prahalad et al, 2004). This interaction creates a mutual relationship, allowing the company to incorporate consumer insights into their products and services. The authors of both books clearly recognize the importance of building consumer relationships in order to keep up with the rapid changing marketplace.
Further analysis of the book revealed that the theory of co-creation is not unique to a specific product, but to the entire consumer experience. Specifically, Prahalad and Ramaswamy look towards experiences in innovation of products, in the personalization of products and services and through networks where companies create multiple points of interaction with their consumers throughout multiple stages of a product lifecycle. Maintaining relationships throughout multiple points of interaction, or linkage, helps create value and often yields a loyal consumer over time (Prahalad et al, 2004).
Overall this book does a nice job of comparing the traditional role of the company versus the new idea of co-creation with the consumer. While many of the examples given in the book appear to be outdated (ex. Napster, John Deere), they provide a baseline for what is happening in the industry today and help you identify some more current examples of the theories provided.
One of the best examples of co-creation and the value that it creates is the new 2-D barcode system. 2-D barcodes interact with smart phones, enabling consumers to access data about any given product wherever they are. This new technology creates value to that consumer who can easily research and gather data about any specific product in order to make an informed decision before purchasing. In addition, retailers are finding the value in these systems because allowing consumers the ability to research an item and even shop the competition while maintaining in their store creates a trusting relationship between the consumer and company, ultimately leading to a loyal customer over time.
While I found the book a bit difficult to get through due to the particular writing style of these authors, the concepts are relevant to today's evolving marketplace and provide some good baseline, especially for someone who does not have a marketing or business background. Overall the message is clear. Consumers will be heard and if the companies that sell to them want to succeed, they will listen.
The authors do a fairly good job with their use of examples and theory to support their arguments that the marketplace is changing to a customer focused from a company focused arena. I appreciate the use of numerous companies in their examples from Palm to international and lesser known medical companies. Additionally, the DART explanation that the authors used to explain the co-creation of value was an easy to understand model that was simple to understand and comprehend throughout the book as the authors put additional levels onto it.
However, even with all of the supportive examples that were used, specific reference to specific tools and products to harness the information about the changing consumer and their experience were not sufficiently mentioned. The usage of tools such as Analytics, Data Mining or Myspace that are utilized to understand and perfect the co-value experience were not included and this was a field that was growing in popularity during 2004. If he were able to identify those trends during the writing of this book I would be more impressed. This is all not to say that the mentioning of process improvements such as Six Sigma were not strong evidence of his theories, but they could have mentioned more of the possibilities.
Furthermore, the author tended to mention a change in the in the marketplace but these were things that companies may have already been aware of then. If I ask the question of whether or not he contributed something new to the world of customer value? I would answer that maybe in 2004, but as for now, the book is slightly out of date and the information is already understood by the general business world.
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