NFTs are touted as revolutionary to market and monetize digital assets. However, critics have questioned NFT value, labeling it as fraudulent. Despite mixed reviews, various firms are leveraging NFTs as a value proposition for customers. In this study, using service-dominant (S-D) logic, we explore how NFTs can help firms in value co-creation and service exchange. We propose and test a conceptual framework using a multi-method approach -1) we investigate NFTs popularity using historical news articles spanning ten years, 2) we use a case study to examine business NFT use in value co-creation and service exchange, subsequently, proposing a conceptual framework illustrating such value exchange, 3) we test our conceptual framework by analyzing data from multiple sources, including surveys, online forums, social media, and transactions. Results from our study, provide business valuable insight into using NFTs as value co-creation and service exchange tool.

With the rise of social media platforms, influencer marketing has become an essential tool for marketers to promote their products and services. Value co-creation behavior of influencers involves collaborating with their followers and brands to create content that provides value to their audience. This approach can help to build stronger relationships with followers and drive engagement and sales for the brands they work with.

An important segment, tourism e-commerce live streaming (TEcLS) has emerged as a new marketing channel actively embraced by destination marketing organizations (DMO) and tourist firms due to the COVID-19 pandemic. China, Japan, Australia, and many other nations have been selling such tourism products on various platforms. Live e-commerce generates a real-time interactive virtual environment that can be called a livescape. However, many tourism destinations or companies are unaware of the marketing science implications of live streaming and are unsure of their effectiveness or the intricacies of marketing live streaming. Previous research has explored the factors influencing consumer purchase behavior from the product, technology, and live-streamer perspectives, arguing that the advantages of breaking through time and space constraints, strong interactivity, the experience of reality, technological ease of use and usefulness, and celebrity aura encourage online purchases. However, limited investigation has been carried out on the impact of customers’ value-co-creation in livescape when watching tourism live streaming on their purchase intentions considering the key role of engagement. This calls for specific investigation of the phenomenon to facilitate live streaming design and tourism marketing. This study aims to explores the factors influencing consumer purchase intentions in the livescape based on a value co-creation research framework. Compared to traditional e-commerce, livescapes provides the “many-to-many” social presence and an immersive value co-creation platform. Thus, we focus on why and how social presence inspires customer engagement, ultimately leading to purchase intentions. This study finds that, as a crucial marketing tool, the social presence of tourism livescapes can promotes customer engagement, which in turn results in intentions to purchase tourism live-streaming products. Additionally, the mediating role of inspiration (inspired-by and inspired-to) between social presence and customer engagement is examined to reveal the influence mechanism in the tourism context. Finally, this study examines how to create an effective tourism livescape to enhance tourists social presence experience and inspire their engagement, which in turn increases their purchase intention.

Customer value co-creation behavior (CVCB) has been regarded as a strong predictor of firm performance in many industries for decades. CVCB—the customer’s direct and indirect contribution of resources to enhance the offering of the focal agent/object—is ubiquitous in service industries. Recently, customer engagement has been identified as a determinant of the value realized by customers and businesses. Customer psychological engagement (CPEngagement) is a multidimensional customer-firm relationship marked by customer satisfaction and emotional connectedness to the firm. Although there is concurrence that customer engagement and CVCB are linked, scholars diverge as to the precise nature of the relationship. Marketing and hospitality literature have not yet developed an integrated model of customer engagement with the digital and physical components of hospitality services. Given the increasing managerial interest in digital customer engagement and value co-creation behaviors, it is essential to enhance our understanding of the interplay between these concepts and their implications for both consumers and businesses. This research investigates the relationship between CPEngagement and value co-creation in the digital and physical aspects of hospitality services.

Despite a surging amount of research on value co-creation in the social media context, research on how value co-creation and value co-destruction coexist from a system perspective remains scarce. This conceptual research aims to understand how social media allows for value to be co-created and/or co-destroyed in interconnected social networks. The study takes a first step toward integrating the two value processes in the social media context and opens up new research possibilities. By looking at value co-creation, we differentiate between values that are created from both firm and customer sides and show the value can be destructed if without cautions. From a managerial standpoint, the proposed framework could facilitate managers to build a more holistic view of creating social media value through collaboration with their social media users.

Increasingly, companies’ attempts to become more sustainable are framed in terms of transitioning towards sustainable business models (SBMs), whereby central logic of how the company offers value to customers is challenged (Yang & Evans, 2019). This transition requires companies to rethink the way value and resource consumption are coupled in their operations (Pieroni et al., 2019), as well as consider different ways of connecting with customer needs (Laukkanen & Tura, 2020).

Many studies have suggested that e-commerce value creation potential depends on four interdependent factors Lock-In, Complementarity, Efficiency, and Novelty. In order to survive in the recent fierce competition, companies have also secured e-Trust that strengthens long-term business relationships by reducing consumer uncertainty. This study, while analyzing the value creation factors (Lock-in, Complementarity, Efficiency, Novelty, e-Trust) of recent e-commerce (online shopping mall) companies from the point of view of purchase intention, customer value (Functional value, Emotional value, Social value) We present an academic proposition that can also examine the mediating effect of value). First, through previous studies on value-based strategy and value creation in e-commerce, various discussions on the theoretical background necessary for effective value-based strategy establishment and strategy execution of e-commerce (online shopping mall) companies were reviewed. Second, it provides academic discussion and practical implications by presenting academic propositions on the value creation factors of e-commerce (online shopping mall) companies, purchase intentions, and customer value, and confirming the basis through empirical analysis.

The fourth Industrial Revolution, known as digital transformation, has made MZ generation to be the focus of the new consumer market, brought about the use of technological platforms a new consumption method. Currently, as various types of content collaboration are emerging that specifically targeting at the MZ generation. Content collaboration are considered an integration of content to create new values through co-existence and co-prosperity. This study identified the characteristics of collaboration of fashion brands from 2018 using literature and online news articles, and identified and classified through case studies of it determined movie content, game and virtual characters. By this research, it shown that collaboration with movie contents have increased the collaborative synergy by using the story in global media content. Collaboration with mobile games was generally used by young casual and sportswear brands. These brands which utilized characters from mobile games popular with to attract more teen consumers and strengthen brand awareness by adding values of high-technology and scarcity to the familiar images. In addition, collaboration with virtual characters has expanded value of the collaborative approach on expanding the range of advanced digital technology, from a promotional strategy during the distribution process through to the use of virtual models. As such, collaboration using the various types of content has developed beyond simple integration of identities among various areas, integrated products or brands that as a new value.

Internet of Things (IoT) research is devoted to the idea that a wide array of devices, including appliances, vehicles, buildings, and cameras, can be interconnected to collect and share their abundant sensory information to use for intelligent purposes. IoT technologies are universally seen as transforming the manufacturing and services sectors. Service-Dominant (S-D) logic focuses on a dynamic, ongoing way to co-create value through resource integration and service exchange. Based on research data from business-to-business and business-to-government customers, as well as feedback from employees and managers of two different manufacturers, our study addresses four questions: (1) In the light of the IoT-does the second axiom of the S-D logic—value is co-created by multiple actors, always including the beneficiary—still hold true for B-to-B and Business-to-Government (B-to-G) customers? (2)With reference to the IoT—is there a difference in the acceptance of digital services between B-to-B and B-to-G groups? Does the age group of the customers have to be considered? (3) Are there digital customer services already perceived as being ―co-created‖ in the sense of the S-D logic? (4) Marketing management in the digital age—how to implement IoT projects in buyer-manufacturer relationships considering the abovementioned chances and challenges. Discussing a background of disruption management and S-D logic, we examine factors that influence IoT buyer–manufacturer project success in organizational networks, and compare the attitude of different customer groups towards these projects. Our findings show that in the IoT-driven digital projects even long term customers that trust in their manufacturers have very strong reservations with regards to data safety. We propose a modular concept of a relationship alignment model to enhance trust in manufacturer's credibility in the context of disruptive IoT projects. The evaluation of our empirical studies revealed serious reservations of managers and service employees towards an active integration of customers into digital product maintenance. If manufacturers are not willing to incorporate customers in digital platforms and networks and provide them with digital services they are interested in, this will hamper A-to-A co-creation of value in digital IoT projects.

Researchers have yet to investigate whether it is beneficial for exporters to engage in greater levels of product adaptation in their export operations, or whether there is some limit to the amount of adaptation exporters should engage in. We posit that customer value creation, a central marketing concept and a mechanism to achieving market and financial goals in business to business markets, is a core outcome of export product adaptation activities. In order to explore the routes by which adaptation may shape export customer value creation, we adopt a multi-faceted conceptualization of firm-level product adaptation, comprising export product adaptation (i) quantity, (ii) intensity and (iii) novelty. Drawing on survey data from 249 Finnish exporters involved in business-to-business activities, we find evidence to support the claim that the impact of export product adaptation on export customer value creation is contingent on various factors, and we identify instances where greater adaptation is beneficial for export customer value creation, and instances where greater export product adaptation is potentially harmful for export customer value creation.