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.

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.

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.

Introduction The retail environment, which is offering special experience to consumers based on customized consumer lifestyle, creates customer value from voluntary customer engagement. In recent study, it is shown that customer engagement is becoming an important factor which determines the characteristics of customer behavior in the retail and hospitality industries. However, the study of customer engagement has mainly focused on its performance in marketing field ( Hapsari, Clemes, and Dean, 2017; Kumar and Pansari, 2016) and most researches have handled the concept of customer engagement from the perspective of online environment(Shin and Byun, 2016; Jeon, 2016). Theoretical Development This study aims to investigate the psychological motivation for customer engagement and to examine the underlying factors of customer behavior in offline retail environment based on experience economy theory and Self-Determination Theory(SDT). First, this study investigates the relationship between perceived psychological benefits (autonomy, competence, and relatedness) and intrinsic motivation. Also, this study tried to analyze the relationship between intrinsic motivation and customer engagement (conscious participation, enthusiasm, and social interaction). Second, we tried to examine the relationship between customer engagement and customer creation value (functional value, hedonic value, and social value). Thirdly, we suggested the effect of customer creation value on customer purchasing behavior (shopping memories, customer satisfaction, word-of-mouth, and revisit intention). In addition, we attempted to find the mediating effect of the hedonic value between customer engagement and shopping memories; customer engagement and customer satisfaction. Futhermore, we investigated the mediating effect of shopping experience between hedonic value and customer satisfaction. Finally, We discussed the managerial implication for differentiated competitive advantage in the experience-based retail environment. Research Design and Model Testing To test the research hypotheses and our research model, we conducted questionnaire survey from the respondents who have ever been to the major experience-based shopping malls within 6 months. Through the confirmatory factor analysis, reliability and validity of the study constructs were verified. By using the structural equation model, research hypotheses were tested and most research hypotheses were statistically significant and accepted. The final research model also showed the statistical significance with the goodness-of-fit indices. Result and Conclusion As shown in the results of this study, the experience-based retail environment leads to higher customer engagement and increase the customer’s hedonic value and reinforce positive shopping memories. Specifically, the experience-based retail environment is offering psychological benefits and customers enjoy experience itself. During the shopping experience, the customers are motivated for customer engagement. The managerial implications of the study results for the corporate managers in the retail and/or hospitality industries were also discussed.

Mobile shopping motivations affects the interaction between mobile shoppers and mobile retailers. This study examines how mobile shopping motivations affect value co-creation, customer equity drivers, and customer lifetime value through a structural equation model. Mobile shopping motivations as mobile shoppers’ needs are time saving, right purchase and money saving. To meet mobile shoppers’ needs, mobile shoppers, mobile retailers, and other customers are willing to collaborate. Value co-creation that Yi and Gong (2013) scaled includes customer participation behaviour such as information seeking, information sharing, responsible behaviour, and personal interaction, and customer citizenship behaviour such as feedback, helping, advocacy, and tolerance. The results indicate that mobile shopping motivations are significant determinants of value co-creation behaviours, implying that mobile shopping motivations are driving factors of value co-creation. Customer participation behaviour has significant effects on value equity and brand equity while customer citizenship behaviour shows positive effects on brand equity and relationship. As for customer lifetime value, relationship equity has significant positive effect, while value and brand equity had no significant influence. This study also shows that mobile shopping motivations affect both value equity and relationship equity of mobile shopping apps by improving information sharing, responsible behaviour, and personal interaction, feedback, helping, and advocacy. Value equity and relationship equity also have significant effects on customer lifetime value. The authors discuss the theoretical and managerial implications for their findings.

With the rapid development of network economy and information technology, customers through the internet platform to participate in product development and innovation, dominant the spread of value proposition engagement spread, etc., has become an important part of the creation of customer assets, as well as a profound change in brand management. This paper constructs a model of how the brand experience affects customer assets in the virtual branding community under the perspective of value co-creation, analysis the impact of value co-creation of customer participation (sponsored value co-creation and autonomous value co-creation), the motivation of value co-creation on brand experience, and then on customer assets. This paper also explores the regulatory effect of value proposition engagement in brand experience and customer asset. This study will use the involvement theory and the theory of stimulus-response for empirical research, and through the questionnaire survey of consumers, using SPSS20.0 and AMOS20.0 statistical software on the relevance of relevant variables to grasp, and carries on the analysis using structural equation model. The research of this paper will enrich the exposition and explanation of building a brand experience better through value co-creation in virtual brand community, and provide theoretical support and practical advice for the implementation and management of customer assets.

The service setting is more than ever dynamic. Customers’ engagement is changing due to the multiple interactions at different levels of the consumption experience journey. The customer as an active and engaged value co-creator raises new challenges to theory and practice. However, the connection between engagement and co-creation is scarce in the literature. The experience of the active hotel customer occurs through customer engagement with internal actors and factors from prepurchase through to post-purchase. Since value co-creation results from the engagement of multiple factors and actors (f/actors) in the process, it is essential to understand the actors’ activities that promote or obstruct this process. This paper proposes a connection between customer engagement (CE) and value co-creation framework to ascertain and depict the internal actors’ activities and factors that foster or hinder customers’ experience in the hotel industry. The researchers used qualitative methods (35 in-depth interviews, document analysis and 4 observation sessions) in seven regions in Ghana to explore the customer’s perspective. Data was analysed with Nvivo11, within a thematic analysis framework. Findings suggest that customer’s engagement within the hotel environment with multiple actors has an influence on customer value co-creation/destruction process. It found that positive and negative engagement fosters/hinders guests’ interactions which lead to value cocreation/ destruction. The research also discovered that negative interactions occasioned by any factor/actor triggers value destruction at multiple stages of the experience journey. The study suggests theoretical and managerial implications focused on the actors’ practices that foster or hinder customer engagement and value co-creation.

This study aims to examine how the mobile social network service experience affects value co-creation and customer lifetime value. The mobile social network service experience includes mobile convenience, social compatibility, social risk, and cognitive effort. The research hypotheses with structural equation modeling are tested. In mobile SNS context, value co-creation behaviors essentially determine customer lifetime value of mobile shopping apps. Value co-creation behaviors have received little attention in mobile shopping. The mobile SNS experience strongly influences value co-creation behaviors. This study is based on a sample of mobile SNS users nationwide in Korea. Therefore, the generalizability of the findings has to be tested. Furthermore, the study examines customer lifetime value, which is good sales predictor of mobile shopping apps. Moreover, the research model included the positive and negative determinants on mobile SNS experience. Future researches examine other use intentions of mobile SNS. Value co-creation behaviors substantially affect customer lifetime value. Mobile shopping apps should increase customer lifetime value from mobile SNS experience and value co-creation. This study shows how individual mobile SNS user provides mobile shopping apps with profit through value co-creation. This study is the first to examine how mobile SNS users enhance value co-creation and how value cocreation behaviors affect customer lifetime value of mobile SNS users.

This study (i) examines the main effect of how a customer’s trust in the service personnel could affect his/her service co-designing and co-delivering behavior; and (ii) investigates how the main effect could vary by the customer’s trust in the service brand, and the types of customer contact service contexts. Keywords: customer participation, co-

The advent of smart shopping environments including innovative information technology, advanced delivery systems, and extended smart phone use has rapidly changed the shopping methods and activities of the consumers. They have chosen smart shopping with greater frequency, which minimizes the use of time, money, effort and energy to buy the right products and to gain shopping experiences such as hedonic and utilitarian feelings (Atkins and Kim, 2012). The concept of smart shopping is based on value co-creation which can be explained as the value from the outcome of interaction between firms and consumers (Grönroos, 2011, Vargo and Lusch, 2004). In the value co-creation process, smart shoppers are willing to perform customer participation behaviors such as information seeking, information sharing, responsible behavior, and personal interaction, and to show customer citizenship behaviors such as feedback, advocacy, helping, and tolerance (Yi and Gong 2013). In smart shopping, a consumer involves in shopping experiences through product purchases and while engaged via the shopping environments such as an elaborate store design, educational events, recreation, and entertainment (Fiore and Kim, 2007). These shopping experiences, which contain both hedonic and utilitarian value (Holbrook and Hirschman, 1982), are better explained by consumer processes, responses on the shopping environment, situation, and consumer characteristics (Fiore and Kim, 2007). The attributes of shopping experience are symbolic, hedonic, and aesthetic (Holbrook and Hirschman, 1982) and utilitarian and hedonic (Kim, Lee and Park, 2014). Smart shoppers who are involved with value co-creation obtain hedonic benefits with emotional, funny, and enjoyable feelings and along with utilitarian benefits such as rational, functional, task-related experiences (Holbrook and Hirschman, 1982). The value co-creation and the shopping experience lead to greater customer equity such as value equity, brand equity, and relationship equity (Lemon, Rust, and Zeithamal 2001). Based on previous literature review, the authors constructed the following hypotheses. First, smart shopping will have positive effects on value co-creation, the shopping experience, and customer equity. Second, the smart shopping will have positive effects on both value co-creation and the shopping experience. Third, value cocreation will have positive effects on the shopping experience. Fourth, value cocreation and the shopping experience will have positive effects on customer equity. The authors collected the data based on questionnaires from mobile smart shoppers. The SPSS 20 and AMOS 20 statistical programs will be used for the data analysis. The analysis found the positive influence that smart shopping has on value co-creation and the shopping experience, and customer equity. This is the first study that shows these relationships from an empirical point-of-view. The findings of the study have useful managerial implications on the effects of value co-creation on both smart shoppers and firms. Value co-creation will provide smart shoppers with better product or service quality and enhance firms with more valuable customer equity. The greater shopping experience is the greater customer equity that will be developed. Value co-creation also will give firms a strong competitive advantage in terms of an organization’s learning, brand perception, reduced risk, improvement of customer relationships, and lowering cost for marketing, and research and development. The study has limitations. First, other potential variables of the value co-creation influencing new service development, customer loyalty, and customer satisfaction etc, could be considered. Second, the length of the relationship between smart shoppers and the service provider in value co-creation process should be considered. Third, the study needs to be generalized to cross sectional research beyond smart shopping area. Finally, to examine the effects of value co-creation and the shopping experience on customer equity, future research could investigate how value co-creation and the shopping experience affect the objective financial performance of a firm.

Dongdaemun Fashion Town, a representative clothing wholesale and retail market in South Korea, is a traditional market that was formed in the 19th century in the late Chosun Dynasty. Since then, the market system has strengthened and, as of now, Dongdaemun Fashion Town can produce various products in batch production and is characterized by a quick market response (Jung, Choo, & Chung, 2007). Furthermore, all fashion-related functions are available, making Dongdaemun Fashion Town an industrial cluster where all related businesses and services are locally concentrated (Ko, Choo, Lee, Song, & Whang, 2013). These characteristics of Dongdaemun Fashion Town relieve market trade cost and build a unique production system. It is positioned as a central clothing wholesale and retail district with the function of a national wholesale market. This Dongdaemun Fashion Town system creates services that customers demand through cooperation, partnership, or outsourcing between various suppliers and various resources (Nam, Kim, Yim, Lee, & Jo, 2009). Thus, Dongdaemun Fashion Town is a system space composed of subordinate markets with unique taste functions; here, a systematic network between the suppliers is significant. It produces value co-creation through collaboration with suppliers. However, few previous studies have investigated co-value created through co-production or co-innovation from Dongdaemun Fashion Town. Also, the shift from product-centered thinking to the customer-centered thinking implies the need for an accompanying shift to the customer-based strategy. It also refers the necessity of strategy to improve customer equity (Rust, Lemon, & Zeithaml, 2004). Therefore, further study is needed on co-creation research to make cyclical growth of traditional market and customer equity. The structure of this study is as follows. First, the characteristics of the Dongdaemun Fashion Town’s co-production, co-innovation, and value co-creation are investigated and each of the subordinate aspects is investigated. Second, the influence of co-production, co-innovation, and value co-creation on customer equity driver is analyzed. Third, the moderating effects on the types of suppliers’ (wholesale/retail) influence relationship are analyzed. In total, 300 samples by wholesalers and retailers were collected for the final analysis. Data analysis was performed used SPSS 21.0 for exploratory factor analyses, reliability analysis, and descriptive statistics. Based on the results, AMOS 18.0 was used for confirmatory factor analysis and multiple group analysis. The results of this study provide an insight into the influence of Dongdaemun Fashion Town’s co-production, co-innovation, and value co-creation on customer equity by wholesalers and retailers. The study concludes with outlining future directions of research that can be used in the development of marketing strategies.

Purpose Two patterns of consumer value creation are commonly observed in literature: standardisation and customisation of products. An important value-creating feature of standard products is reduction of consumer costs, both direct (prices of standard products are lower) and indirect (costs of recognising, selecting and learning-to-use). Personalised production, on the contrary, is costly, but the decrease in value due to a complexity of choice and use is compensated by an additional value from the perfect fitting to THE consumer needs. Service industry, especially B2B services, provides a good example of personalisation. This paper focuses on marketing to study drivers and determinants of the successful value creation in an individualised service production. Incentives to provide bespoke services arise when it is impossible to sell a second copy (a replica) of previously provided services: the service should be personally tailored and tuned to the needs of a particular customer. Bespoke services cannot be properly produced without detailed information about THE customers’ needs; a common knowledge about a representative consumer is not sufficient in this case. Customised KIBS have two producers: first, the service provider, who inputs its intellectual human resources; second, the customer, whose input is information, i.e. knowledge about itself. This phenomenon is known as co-production. The value of a customised service is therefore added by consumer as well. Co-production adds value to the supplied item by transforming it from replica into a unique object. The purpose of the current paper is to analyse the mechanism of co-production in marketing services in order to identify the sources of the above mentioned inefficiencies. Methodology The study of marketing services is part of the broader study of knowledge-intensive business services (KIBS) in Russia. Our methodology includes the study of observable patterns in KIBS sector performance with an objective to arrive at a better conceptual understanding of contemporary practices. We employ empirical data from 2007-13 obtained from specialised surveys of Russian executives who were asked to answer questions both on their own company and on market developments. The survey covers 600-800 producers of KIBS annually, and one tenth of them are suppliers of marketing services. Furthermore, in 2007, 2011 and in 2013 the survey involved over 700 business consumers of KIBS, of whom at least one third are users of marketing services. Marketing services involve a visible share of customised production (up to 70 per cent before the recent economic downturn), which makes them a convenient field for a research on individualised services. Original metrics of their knowledge intensity, level of customisation, customer involvement and customers’ absorptive capacity are the most important empirical outcomes of our surveys. Maim findings First, we argue that marketing services in Russia are highly knowledge intensive. The literature on KIBS usually proposes three main characteristic of knowledge intensity: 1) educational attainments of the workforce that are associated with the level of professional skills; 2) share of the value-added, and 3) share of customised services. With our original methodic we obtain quantitative metrics of all the three characteristics and prove high knowledge intensity of marketing services. Second, we present thorough investigation of provider-customer relations within service production. We provide original metrics of the intensity of customer co-production and show that the users of marketing services are deeply involved into co-production. We also demonstrate how the level of co-production fluctuates along the service production cycle to prove our hypothesis about positive relation between the intensity of customers’ involvement and their ability to add value to customised services. Third, we prove that value adding via co-production of marketing services is rarely absolutely efficient. The losses in efficiency results in value losses because proper customisation is impossible without perfect co-production, and insufficient co-production thus generates standard service instead of bespoke one. We reveal the sources of imperfect co-production and provide empirical evidence of their relative importance. Fourth, we demonstrate that value added through co-production can be lost due to incomplete absorption of the service. We provide evidence about imperfect absorptive capacity of Russian users of marketing services and expose its sources. We also discuss the relation between absorptive capacity and the general economic cycle in Russia. Research implications The study of co-production of marketing services may help their providers to optimise their customer strategy, to upgrade their value chains and to avoid value losses in their interaction with customers. More generally, the study improves our understanding of the bespoke production which takes the growing importance with the progress of post-industrial mode of production and life.

Within last 10 years, internet has become a daily activity, and humankind had to face the Data Deluge, a dramatic increase of digital data (Economist 2012). Due to exponential increase in amount of digital data, large scale data has become a big issue and hence the term 'big data' appeared. There is no official agreement in quantitative and detailed definition of the 'big data', but the meaning is expanding to its value and efficacy. Big data not only has the standardized personal information (internal) like customer information, but also has complex data of external, atypical, social, and real time data. Big data's technology has the concept that covers wide range technology, including 'data achievement, save/manage, analysis, and application'. To define the connected technology of 'big data', there are Big Table, Cassandra, Hadoop, MapReduce, Hbase, and NoSQL, and for the sub-techniques, Text Mining, Opinion Mining, Social Network Analysis, Cluster Analysis are gaining attention. The three features that 'bid data' needs to have is about creating large amounts of individual elements (high-resolution) to variety of high-frequency data. Big data has three defining features of volume, variety, and velocity, which is called the '3V'. There is increase in complexity as the 4th feature, and as all 4features are satisfied, it becomes more suitable to a 'big data'. In this study, we have looked at various reasons why companies need to impose 'big data', ways of application, and advanced cases of domestic and foreign applications. To correspond effectively to 'big data' revolution, paradigm shift in areas of data production, distribution, and consumption is needed, and insight of unfolding and preparing future business by considering the unpredictable market of technology, industry environment, and flow of social demand is desperately needed.