This thesis provides an exploratory investigation into how co-creation experience is constructed in two collaborative consumption companies based in Copenhagen. As an emerging phenomenon, collaborative consumption, or popularly speaking, the sharing economy, has not only reinvented the way customers consume but also how they consume. This societal change is characterized by an enhancing role of customer participation through services, which requires companies to construct new strategies or systems to support interaction and engagement, as well as to stimulate the dematerialized economy as an answer to the sustainability challenge. Among other such systems within collaborative consumption, we have focused our area of study on Product Service System (PSS). What constitutes co-creation in collaborative consumption has not been giving particular attention in an academic context so far, even though the analysis of our empirical findings indicates a need for clarification of how to tackle the innovative business models of collaborative consumption, and a lack of knowledge as to how firms can benefit from it. The purpose of this thesis is to identify the main drivers for constructing co-creation experience in the collaborative economy. The drivers have been identified based on empirical data extracted from a multiple case study, comprising twelve interviews with managers and customers, as well as two observations.By employing the supportive framework of DART, this thesis identifies drivers such as ‘community’, ‘ownership vs. access’, ‘knowledge and experience sharing’, and ‘loyalty’ in the two case companies, which effectively lead to the building block of Purpose, changing the original framework of DART to DAPT. By analyzing how the companies integrate the drivers internally, as well as to their customers, we discuss how these, and the other drivers identified, revolve around the constituent of Purpose. One of the findings points to customers’ social identity created in the dematerialized economy as an important factor for co-creation experiences in the firm-customer relationship, but more importantly, also in the customer-to-customer relationship. By enabling customers to reflect their identity in the use and access to services, rather than through ownership of things, companies can benefit from the experiences shared. DAPT, as a refined framework, fosters a more nuanced understanding of value creation in the collaborative economy, and sees community as a premise for sharing experiences, where firms can learn about customer needs and desires from the shared outcome of experiences. Through the discussion of our findings we therefore conclude that firms can benefit from focusing their interaction activities on an outcomeprocess approach rather than taking a process-outcome approach to interaction.
|Educations||MSocSc in Management of Creative Business Processes , (Graduate Programme) Final Thesis|
|Number of pages||193|