Estudio de casos que analiza la innovación y la cocreación con los consumidores y otros stakeholders de dos empresas innovadoras: la francesa Orange de telecomunicaciones y la norteamericana Cisco de redes globales.
DATOS DEL PAPER
Design/methodology/approach – The paper describes in detail the approach at Orange, which is on co-creating experience environments with customers and industry mavens, and at Cisco, where the focus is on co-creating the management of risk and reward.
Findings – Companies that have learned how to manage the process of creating unique value with customers and other stakeholders have developed engagement programs and processes that enable interactions among all stakeholders everywhere in the system, with the goal of creating greater value by fostering more rewarding or more valuable experiences.
Research limitations/implications – Two case examples of innovative practices are presented.
Practical implications – Orange's R&D and marketing processes have attracted lead-users and early adopters, who are extremely valuable since they are more likely to be content co-creators and the core adopters of their services. Cisco is attempting to extend its co-creative governance frameworks through collaborative interactions with its customers and partners.
Originality/value – The paper alerts leaders that business and society are moving towards an individual- and experience-based view of co-creative engagement among individuals and institutions – outside and inside enterprises.
DATOS DEL PAPER
The Authors
Venkat Ramaswamy, Hallman Fellow and Professor of Marketing at the Ross School of Business, University of Michigan (venkatr@umich.edu)
Abstract
Purpose – This paper aims to discuss how two innovative firms – the French telecommunications firm Orange and the California-based global networking firm Cisco – have gained competitive advantage from using the co-creative enterprise business concept to generate sustainable growth.Design/methodology/approach – The paper describes in detail the approach at Orange, which is on co-creating experience environments with customers and industry mavens, and at Cisco, where the focus is on co-creating the management of risk and reward.
Findings – Companies that have learned how to manage the process of creating unique value with customers and other stakeholders have developed engagement programs and processes that enable interactions among all stakeholders everywhere in the system, with the goal of creating greater value by fostering more rewarding or more valuable experiences.
Research limitations/implications – Two case examples of innovative practices are presented.
Practical implications – Orange's R&D and marketing processes have attracted lead-users and early adopters, who are extremely valuable since they are more likely to be content co-creators and the core adopters of their services. Cisco is attempting to extend its co-creative governance frameworks through collaborative interactions with its customers and partners.
Originality/value – The paper alerts leaders that business and society are moving towards an individual- and experience-based view of co-creative engagement among individuals and institutions – outside and inside enterprises.
Article Type:
Case study
Keyword(s):
Leadership; Management techniques; Innovation; Social-networks; Communication technologies.
Journal:
Strategy & Leadership
Volume:
38
Number:
2
Year:
2010
pp:
22-29
Copyright ©
Emerald Group Publishing Limited
ISSN:
1087-8572
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