Co‐creating customer‐focused solutions within business networks: a service perspective

Taru Hakanen · Elina Jaakkola

133 citations0/0 files storedJournal of service management

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Service and Product Innovation Customer Service Quality and Loyalty Quality and Supply Management

Abstract

Purpose Increased competition and more extensive customer needs have motivated companies to develop integrated solutions. In practice, companies struggle to co‐create effective solutions that meet customer needs. The purpose of this paper is to identify critical factors affecting the effective co‐creation of customer‐focused solutions within business networks. Design/methodology/approach The study investigates the co‐creation of two different types of solution. Data were collected from two business networks comprising 13 companies, including suppliers and their customers. The empirical data comprise 51 interviews and observations made at 21 company workshops. Findings Effective co‐creation of solutions requires a fit between the perceptions of multiple suppliers and their customers with regard to core content, operations and processes, customer experience and value of the solution. Co‐creation is affected by, e.g. customer's preferences for participation and value, and the degree of competition, clarity of role division and rapport among the suppliers. Research limitations/implications Further empirical research is needed to examine how companies could overcome the problems identified, and reap the opportunities arising from the factors affecting the co‐creation of solutions. Practical implications The paper presents a framework that outlines practical activities that help firms to reconcile the perspectives of different actors, and to facilitate the integration of resources when co‐creating solutions within business networks. Originality/value The paper contributes to the solutions literature by studying solutions as a network‐level process of resource integration between multiple suppliers and their mutual customers, and by applying a service concept framework to the study of integrated solutions.

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References

2007Theory Building From Cases: Opportunities And Challenges 2004Case Study Research 2009Building theories from case study research 2007Service-dominant logic: continuing the evolution 2024Interpreting Qualitative Data 2000Service Management and Marketing: A Customer Relationship Management Approach 2003Managing the transition from products to services 2006Service-dominant logic: reactions, reflections and refinements

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2015Appraisal of literature on customer experience in tourism sector: review and framework 2013Development and implementation of customer solutions: A study of process dynamics and market shaping 2014Co-creating integrated solutions within business networks: The KAM team as knowledge integrator 2014The intermediator role in value co-creation within a triadic business service relationship 2015Customer participation in online co-creation experience: the role of e-service quality 2022

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