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Value Encounters by Hans Weigand
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Value Encounters by Hans Weigand

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Understanding co-creation of value through value encounters

Understanding co-creation of value through value encounters

Published in: Technology, Education
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  • 1. VALUE ENCOUNTERS supporting value network analysis Hans Weigand Tilburg University The Netherlands
  • 2. E3-value business model (Gordijn & Akkermans, 2004) – basics Main goals: understand business achieve shared meaning between stakeholders change/improve business starting-point for IS design
  • 3. Co-creation of value
    • Customers involved in product design (Nike, crowd-sourcing)
    • Customers involved in marketing (Facebook)
    • Customers involved in development (open source model)
    • Co-creation of value in service encounter (S-D logic: “all firms are service firms”)
    • Co-creation in all business activities (e.g. employee training
  • 4. Source : Stephen Vargo, 2009 www.sdlogic.net
  • 5. Two-sided markets
    • Eisenbaum & Parker, Van Alstyne, 2006.
    • Examples:
      • Google (searchers, advertizers)
      • Playstation (players, developers)
      • Wi-Fi equipment providers (laptop users, access points)
    • Challenges in pricing vs subsidizing and coping with winner-take-all competition vs sharing.
  • 6. E3-value- example hospital
  • 7. Limitations of e3value
    • Activities are located within actors. This makes it impossible to model activities in which multiple actors are involved (that is, they have to be split up)
    • According to the work of Thomas Choi, the units of analysis in networks are triads .
  • 8. Triads in networks (Choi & Wu, 2009; Li & Choi, 2009) supplier customer supplier customer agent Service outsourcing supplier1 buyer supplier2 Multiple suppliers + - -
  • 9. Value encounter
    • A value encounter is an interaction space between multiple actors where each actor brings in certain resources; these resources are combined then in such a way that value is created to all of them.
    • Value encounters can be connected by means of a causal relationship (“+”), when activity in one encounter reinforces the activity in another encounter
  • 10. value activity actor value transfer (proposition) value transfer (derivation) source to beneficiary from reinforce 1 1 1 1 internal resource controlled by 1 1 value object value encounter value object TypeOf TypeOf * * * * object object * 1
  • 11. value activity actor value transfer (proposition) value transfer (derivation) source to beneficiary from reinforce 1 1 1 1 internal resource controlled by 1 1 value object value encounter value object TypeOf TypeOf * * * * object object * 1
  • 12.  
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  • 16. Value Encounter Analysis Model
    • FINANCIAL
    • How is the money distributed over the partners?
    • What is the expected profitability for each actor (short-term, long-term)?
    • What institutional form is taken to distribute the money?
    • OPERATIONAL
    • How is the value activity to be characterized (pattern)?
    • How is the value activity supported (technology)?
    • What are the goals and metrics?
    • How is the optimization ensured?
    • How are responsibilities assigned?
    • KNOWLEDGE
    • Is knowledge gained from available data?
    • Are core competencies systematically maintained?
    • Is knowledge acquired also explored?
    • Is there a healthy mix of explicit and implicit knowledge?
    • Is there an optimal use of standards?
    • SOCIAL
    • Is the social network actively developed?
    • Are social networks maintained systematically?
    • How is the social network explored
    • Is there a healthy mix of formal and informal contacts?
    • What is the contribution of the network to social capital of the environment?
  • 17. Conclusions
    • To capture the logic of co-creation of value, e3-value should be extended with the notion of value encounter and the process of value encounter analysis.
    • More network analysis methods should be worked out.
    • For both analysis and design, the recognition of basic patterns (analysis, solution) can be useful.
    • Analysis of relationships between value encounters may be useful for exploring innovation.

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