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Co-Creation : Consolidating the field and high-lighting new frontiersRex Degnegaard
Presentation on co-creation based on a peer reviewed paper presented at the 2012 IFSAM conference, International Federation of Scholarly Associations of Management.
The paper aims to build an overview of the literature on co-creation to explore what the existing literature relate to and indeed to pinpoint if any patterns or streams can be identified. The paper illustrates how the use of the concept of co-creation suggests a necessity for focusing further on specific co-creation related issues and challenges of significance to business and society. Thus, the paper highlights new co-creation related issues, challenges, and an emerging design trajectory in practice and research.
Nivea's Co-Creation Process: the Case of the Invisible for Black & White Deod...Volker Bilgram
Co-creation has become a prevalent approach taken by innovation leaders to excel in innovation management and complement internal R&D activities. In this article the authors will introduce the co-creation process at Nivea and describe how Nivea co-developed a new deodorant with consumers. The focus will be on two different co-creation tools – the netnography method geared to gain consumer insights from social media and an online co-creation session to evaluate and further enrich ideas.
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Das 2011 am Markt eingeführte Nivea „Invisible for Black & White“ ist die erfolgreichste Markteinführung eines Deodorants in der 130-jährigen Geschichte des Unternehmens Beiersdorf. Der Weg bis zur Markteinführung ist in einer kurzen Case Study zusammengefasst.
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Co-Creation - Current cases and new approaches.
1. Co-‐Crea'on
-‐
Cases
and
Processes
Dr.
Rex
Degnegaard,
Assistant
Professor
Copenhagen
Business
School
2. How
might
we
…
Design
co-‐crea'on
se>ngs
that
will
enable
us
to
harvest
a
greater
poten'al
from
our
collaborate
efforts?
rex@cbs.dk
3. Understanding
How
is
co-‐crea'on
different
from
tradi'onal
strategies?
Inspira'on
What
have
others
done?
Prac'ce
How
do
we
do
it?
rex@cbs.dk
4. TRADITIONAL
STRATEGY
CO-‐CREATION
STRATEGY
Value
Delivery.
Experience.
Goals
Strategic
goals
at
the
outset.
Ini'al
strategic
goals
as
star'ng
point.
Interests
The
interests
of
the
corpora'on.
The
interests
of
all
stakeholders.
Maximize
share
of
created
Firm
value
capture
is
secondary.
value.
Advantage
Economies
of
scale.
Increased
engagement
of
Posi'on
and
'mely
advantage
stakeholders.
to
compe'tors.
Con'nually
building
rela'ons.
rex@cbs.dk
Source:
Ramaswamy
og
Gouillart,
2010
11. In co-creation processes,
It is essential to bring the"
relevant stakeholders into"
the box – to co-design
the initiative.
rex@cbs.dk
12. Spaces of co-creation viewed as phases
to create grounds for coordination.
1
2
3
4
5
Iden'fy
relevant
Map
value
poten'al.
Conduct
co-‐crea'on
Build
co-‐crea'on
Design
organiza'on
stakeholders.
workshops
based
on
plaWorms
of
and
governance
experiences.
engangement
to
build
structures
to
and
implement
ideas
con'nually
co-‐create
and
ini'a'ves.
around
specific
ini'a'ves.
rex@cbs.dk