Customer Centricity and Customer Co-creation in Services: The Double-Edged Effects

Chi Kin Bennett Yim, Kimmy Wa Chan, Caleb H. Tse, Fine F. Leung

    Research output: Chapter in book/report/conference proceedingChapterpeer-review

    4 Citations (Scopus)

    Abstract

    Customer centricity considers customers’ inputs as the starting point for designing and implementing all marketing strategies in order to gain their satisfaction and loyalty. Engaging customers in service co-creation is a critical path to being customer-centric; it not only helps companies deliver services that meet customers’ needs but also increases customer engagement for sustainable competitive advantage. However, challenges and failures of companies’ co-creation efforts have been reported, suggesting that not all companies or customers are ready to embrace co-creation or handle the complexities of its processes. This chapter explores the path to building customer centricity through engaging customer participation in co-creation of services with an emphasis on recognizing its double-edged effects. It proposes a conceptual framework pertaining to the conceptualization and typologies of customer participation in services, its value co-creation process, boundary conditions, and downstream outcomes and concludes with directions for further research on building balanced centricity through customer co-creation.
    Original languageEnglish
    Title of host publicationHandbook on Customer Centricity
    Subtitle of host publicationStrategies for Building a Customer-Centric Organization
    EditorsRobert W. Palmatier, Christine Moorman, Ju-Yeon Lee
    PublisherEdward Elgar Publishing
    Chapter10
    Pages236–274
    Number of pages39
    ISBN (Electronic)9781788113601
    ISBN (Print)9781788113595
    DOIs
    Publication statusPublished - 30 Aug 2019

    Publication series

    NameResearch Handbooks in Business and Management series
    PublisherEdward Elgar Publishing

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