Customers can perceive co-creating value through different channels when they are highly engaged. The positive side of engagement includes certain channels that work as a bridge unifying various stakeholders, enabling these parties to create value. However, few studies focus on customer engagement (CE) and the co-creating value through different channels. By designing tourism campaign of a particular business district in Taipei, the objectives of this study are twofold: to explore the contexts of co-creating value among different stakeholders (the types of CE), and to verify the difference of co-creating value through virtual and physical channels (the channels of CE). There are three phases to this study. The first phase involved filtering stores in a tourism business district. In the second phase, we attempted to recruit participating stores who were willing or able to engage in city image promotion campaigns in the tourism business district. Moreover, we collected survey data to examine the difference of co-creating value through the types of CE and the channels of CE. Finally, 155 valid questionnaires were collected. The main findings of this study are that co- creating value can be divided into two main factors: intrinsic satisfaction and social network, both the types of CE and the channels of CE have significant effects on co-creating value, and compared to the virtual channel, customers of the proactive store can gain more co-creating value of social network through the physical channel. This finding can complement the existing studies of co-creating value that only focus on a single channel.
customer engagement; virtual vs. physical channels; co-creating value; tourism experience
Introductio
Andersen, P. H. (2005). Relationship marketing and brand involvement of professionals through web-enhanced brand communities: The case of Coloplast. Industrial Marketing Management, 34(1), 39-51.
Ardichvili, A., Page, V., & Wentling, T. (2003). Motivation and barriers to participation in virtual knowledge-sharing communities of practice. Journal of Knowledge Management, 7(1), 64-77.
Ballantyne, D., & Varey, R. J. (2006). Creating value-in-use through marketing interaction: the exchange logic of relating, communicating and knowing. Marketing Theory, 6(3), 335-348.
Bijmolt, T. H., Leeflang, P. S., Block, F., Eisenbeiss, M., Hardie, B. G., Lemmens, A., & Saffert, P. (2010). Analytics for customer engagement. Journal of Service Research, 13(3), 341-356.
Bonsón, E., Royo, S., & Ratkai, M. (2014). Facebook Practices in Western European Municipalities An Empirical Analysis of Activity and Citizens’ Engagement. Administration & Society, 0095399714544945.
Brodie, R. J., Hollebeek, L. D., Juric, B., & Ilic, A. (2011). Customer engagement conceptual domain, fundamental propositions, and implications for research. Journal of Service Research, 14(3), 252-271.
Chen, M. H., Tsai, K. M., Hsu, Y. C., & Lee, K. Y. (2013). E-service Quality Impact on Online Customer’s Perceived Value and Loyalty. China-USA Business Review, 12(5), 473-485.
DeFillippi, R., & Roser, T. (2014). Aligning the co-creation project portfolio with company strategy. Strategy & Leadership, 42(1), 30-36.
Department of Cultural Affairs, Taipei City Government (2011). iTaipei, Map of Creative Business Districts. Retrieved from http://www.culture.gov.tw/frontsite/cms/contentAction.do?method=viewContentDetail&iscancel=true&contentId=NTMxNA==
EUI (2007). ‘Beyond Loyalty: Meeting the Challenge of Customer Engagement, Part I. The Economist Intelligence Unit.
Fletcher, A., Guthrie, J., Steane, P., Roos, G., & Pike, S. (2003). Mapping stakeholder perceptions for a third sector organization. Journal of Intellectual Capital, 4(4), 505-527.
Fogg, B. J. (2009). A behavior model for persuasive design. In Proceedings of the 4th international Conference on Persuasive Technology (p. 40). New York, NY: ACM.
Franke, N., & Shah, S. (2003). How communities support innovative activities: an exploration of assistance and sharing among end-users. Research policy,32(1), 157-178.
Gibson, C., & Connell, J. (2012). Music festivals and regional development in Australia. Ashgate Publishing, Ltd.
Grissemann, U. S., & Stokburger-Sauer, N. E. (2012). Customer co-creation of travel services: The role of company support and customer satisfaction with the co-creation performance. Tourism Management, 33(6), 1483-1492.
Harhoff, D., Henkel, J., & Von Hippel, E. (2003). Profiting from voluntary information spillovers: how users benefit by freely revealing their innovations. Research Policy, 32(10), 1753-1769.
Hart, S. L., & Sharma, S. (2004). Engaging fringe stakeholders for competitive imagination. The Academy of Management Executive, 18(1), 7-18.
Hertel, G., Niedner, S., & Herrmann, S. (2003). Motivation of software developers in Open Source projects: an Internet-based survey of contributors to the Linux kernel. Research policy, 32(7), 1159-1177.
Ho, S. S., Yang, Y. F., & Sung, T. J. (2014). Store image consistency: new insights into stakeholder engagement. Design Management Journal, 9(1), 23-35.
Holbrook, M.B. (1994). ‘The Nature of Customer Value: An Axiology of Services in the Consumption Experience’, in R. Rust and R.L. Oliver (Eds.) Service Quality: New Directions in Theory and Practice, pp. 21–71. Thousand Oaks, CA: Sage Publications.
Holbrook, M.B. (1999). ‘Introduction to Consumer Value’, in M.B. Holbrook (ed.) Consumer Value. A Framework for Analysis and Research, pp. 1–28. London: Routledge.
Hollebeek, L. D. (2013). The customer engagement/value interface: An exploratory investigation. Australasian Marketing Journal (AMJ), 21(1), 17-24.
Irudayaraj, A., & Baranidharan, D. K. (2014). Role of social media in advertising and selling: a conceptual review. International Journal of Logistics & Supply Chain Management Perspectives, 2(4), 641-646.
Katz, E., Blumler, J. G., & Gurevitch, M. (1974). The uses of mass communication: Current perspectives on gratification research. Beverly Hills, CA: Sage.
Krishna, A., Lazarus, D., & Dhaka, S. (2013). Co-creation channel: A concept for paradigm shift in value creation. Journal of Management, 1(1), 14-21.
Kumar, V., Aksoy, L., Donkers, B., Venkatesan, R., Wiesel, T., & Tillmanns, S. (2010). Undervalued or overvalued customers: capturing total customer engagement value. Journal of Service Research, 13(3), 297-310.
Li, T., Berens, G., & de Maertelaere, M. (2013). Corporate twitter channels: the impact of engagement and informedness on corporate reputation. International Journal of Electronic Commerce, 18(2), 97-126.
Liao, C. H., Rebecca Yen, H., & Li, E. Y. (2011). The effect of channel quality inconsistency on the association between e-service quality and customer relationships. Internet Research, 21(4), 458-478.
Manetti, G. (2011). The quality of stakeholder engagement in sustainability reporting: empirical evidence and critical points. Corporate Social Responsibility and Environmental Management, 18(2), 110-122.
McLure Wasko, M., & Faraj, S. (2000). “It is what one does”: Why people participate and help others in electronic communities of practice. The Journal of Strategic Information Systems, 9(2), 155-173.
McWilliam, G. (2012). Building stronger brands through online communities. Sloan management review, 41(3).
Nambisan, S., & Baron, R. A. (2009). Virtual customer environments: testing a model of voluntary participation in value co-creation activities. Journal of Product Innovation Management, 26(4), 388-406.
Neti, S. (2011). Social media and its role in marketing. International Journal of Enterprise Computing and Business Systems, 1(2), 1-15.
Nunnally, J. C. (1978). Psychometric theory. New York, NY: McGraw-Hill.
Olander, S., & Landin, A. (2005). Evaluation of stakeholder influence in the implementation of construction projects. International Journal of Project Management, 23(4), 321-328.
Palmgreen, P. (1984). Uses and gratifications: A theoretical perspective. Communication Yearbook (eds.). R.N. Bostrom (pp. 61–72). Beverly Hills, CA: Sage.
Pappalepore, I., Maitland, R., & Smith, A. (2014). Prosuming creative urban areas: evidence from East London. Annals of Tourism Research, 44, 227-240.
Putnam, R. D. (1993). The prosperous community. The American Prospect, 4(13), 35-42.
Richards, G., & Wilson, J. (2006). Developing creativity in tourist experiences: a solution to the serial reproduction of culture? Tourism Management, 27(6), 1209-1223.
Romero, D., & Molina, A. (2011). Collaborative networked organisations and customer communities: value co-creation and co-innovation in the networking era. Production Planning & Control, 22(5-6), 447-472.
Rowley, T. J. (1997). Moving beyond dyadic ties: a network theory of stakeholder influences. Academy of management Review, 22(4), 887-910.
Sánchez-Fernández, R., & Iniesta-Bonillo, M. Á. (2007). The concept of perceived value: a systematic review of the research. Marketing theory, 7(4), 427-451.
Sawhney, M., Verona, G., & Prandelli, E. (2005). Collaborating to create: The Internet as a platform for customer engagement in product innovation. Journal of interactive marketing, 19(4), 4-17.
Sinha, I., & DeSarbo, W. S. (1998). An integrated approach toward the spatial modeling of perceived customer value. Journal of Marketing Research, 236-249.
Spohrer, J., & Kwan, S. K. (2009). Service science, management, engineering, and design (SSMED): an emerging discipline--outline and references. International Journal of Information Systems in the Service Sector, 1(3), 1-31.
Verhoef, P. C., Reinartz, W. J., & Krafft, M. (2010). Customer engagement as a new perspective in customer management. Journal of Service Research, 13(3), 247-252.
Vivek, S. D., Beatty, S. E., & Morgan, R. M. (2012). Customer engagement: Exploring customer relationships beyond purchase. The Journal of Marketing Theory and Practice, 20(2), 122-146.
Wasko, M. M., & Faraj, S. (2000). “It is what one does”: why people participate and help others in electronic communities of practice. The Journal of Strategic Information Systems, 9(2), 155-173.
Wenger, E. (1998). Communities of practice: Learning, meaning, and identity. Boston MA: Cambridge university press.
Wenger, E. C., & Snyder, W. M. (2000). Communities of practice: the organizational frontier. Harvard business review, 78(1), 139-146.
