This document discusses the rise of creative consumers and their impact on business. It defines creative consumers as customers who adapt, modify, or transform proprietary offerings. While this poses risks like loss of revenue, it also presents opportunities for new ideas and business models. The document examines examples like how Apple customers adapted the iPod for podcasting without the company's involvement. It analyzes managerial considerations around awareness of and attitudes toward creative consumerism and different approaches companies can take. Overall, the document argues that creative consumers are an important phenomenon for businesses to understand as it relates not just to product innovation but other areas like advertising, community collaboration, and co-creation.

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Socially Mediated Practices
Being Social By Design
2.3 Creative Consumers

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Socially Mediated Initiatives
Content Design
Creation/Co-
creation
Network &
Community
Interaction
Design
People &
Practices
Context
Design
Platform, Place
& Space
Designing for
Mobility
Designing for
Social Identity
Mgt.
Designing for
Search Mgt.
Designing for
Data & Analytics
Mgt.
Designing for
Reputation
Mgt.
Resource Mgt.
“Designing for We”

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WHAT HAPPENS WHEN
CONSUMERS GET CREATIVE?
The Rise of Creative Consumers

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… Apple iPod & Podcasting …
"It was Apple's customers -- not the
company itself -- that adapted the iPod
for podcasting, which has evolved into
a new form of media broadcasting.” 1-2

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The Rise of the Creative Consumer1-2
http://youtu.be/n-DpuEB2vy4

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Creative Consumers1-2
• Customers who adapt, modify, or transform a
proprietary offering.
• Represent an intriguing paradox for business
– A black hole for future revenue, with breach of copyright
and intellectual property.
– A gold mine of ideas and business opportunities.
Pierre R. Berthon, Leyland F. Pitt, Ian McCarthy, Steven M. Kates (2007). When customers get clever: Managerial
approaches to dealing with creative consumers. Business Horizon. 50. 39-47.

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“CC” Behaviour1-2
• Work with all types of goods, service and
experiences – NOT just novel or enhanced
products.
• Often work on personal issues that remain personal,
or expand in use to a subset of users.
• Need not benefit directly from their innovations,
may obviously benefit indirectly thorough thanks,
peer recognition etc.
• Rarely ask permission to experiment - they select the
product, the firm, the innovation.

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Firm/Mgt Considerations1-2
Awareness
Attitude
• Positive
• Negative
Action
• Active
• Passive
@drkellypage

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Firm Stance1-2
Pierre R. Berthon, Leyland F. Pitt, Ian McCarthy, Steven M. Kates (2007). When customers get clever: Managerial
approaches to dealing with creative consumers. Business Horizon. 50. 39-47.
@drkellypage

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It is NOT just about product
innovation!
@DavidBrain
"The first thing that
companies learn when
they start using the
internet is that they are
not in control. They find
it really difficult to
abandon their control
mindset."
David Brain, CEO Edelman
Asia-Pacific
@tim_weber
‘‘These days, one witty
tweet, one clever blog
post, one devastating
video –forwarded to
hundreds of friends at the
click of a mouse– can
snowball and kill a
product or damage a
company’s share price.’’
Tim Weber, BBC Business
Editor
@drkellypage

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1. Consumer Generated Advertising (CGA) 3-5
http://youtu.be/kTfy96gb2KI
@drkellypage

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2. Consumer Collaboration for Change7-8
Clary Shirkey - “Cognitive Surplus”
@drkellypage

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Activity
DISCOVERY: COMMUNITY COLLABORATION &
CO-CREATION

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THANK YOU J