Creative consumers (defined as customers who adapt, modify, or transform a proprietary offering) represent an intriguing paradox for business. On one hand, they can signify a black hole for future revenue, with breach of copyright and intellectual property. On the other hand, they represent a gold mine of ideas and business opportunities. Central to business is the need to create and capture value, and creative consumers demand a shift in the mindsets and business models of how firms accomplish both. Based upon their attitude and action toward customer innovation, we develop a typology of firms' stances toward creative consumers. We then consider the implications of the stances model for corporate strategy and examine a three-step approach to dealing with creative consumers: awareness, analysis, and response. © 2006 Kelley School of Business, Indiana University.

When customers get clever: managerial approaches to dealing with creative consumers / Berthon, P. R.; Pitt, L. F.; Mccarthy, I.; Kates, S. M.. - In: BUSINESS HORIZONS. - ISSN 0007-6813. - 50:1(2007), pp. 39-47. [10.1016/j.bushor.2006.05.005]

When customers get clever: managerial approaches to dealing with creative consumers

McCarthy I.;
2007

Abstract

Creative consumers (defined as customers who adapt, modify, or transform a proprietary offering) represent an intriguing paradox for business. On one hand, they can signify a black hole for future revenue, with breach of copyright and intellectual property. On the other hand, they represent a gold mine of ideas and business opportunities. Central to business is the need to create and capture value, and creative consumers demand a shift in the mindsets and business models of how firms accomplish both. Based upon their attitude and action toward customer innovation, we develop a typology of firms' stances toward creative consumers. We then consider the implications of the stances model for corporate strategy and examine a three-step approach to dealing with creative consumers: awareness, analysis, and response. © 2006 Kelley School of Business, Indiana University.
Creative customers; Diagnostics; Firm stance; Strategic response
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11385/189298
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