品牌理论走向共同创造与启示品牌管理外文翻译.docVIP

外文翻译 Toward a theory of brand co-creation with implications for brand governance Material: Business Source Premier Author: Hatch, Mary Jo; Schultz, Majken. ABSTRACT In 2004, Prahalad and Ramaswamy analyzed co-creation as a relatively new and critical development within the field of innovation. They provided examples of four building blocks by which co-creation occurs: dialogue, access, transparency and risk. In this article, we relate these elements to the phenomenon of branding, extending the building block framework, using the marketing concepts of brand community and brand co-creation. We use data from a longitudinal case study of the LEGO Group and its brand community LUGNET to derive propositions from our marketing-based reframing of co-creation. Our findings suggest a simplified model based on the dimensions of company / stakeholder engagement and organizational self-disclosure, which we recommend as central concerns to the developing theory of brand co-creation. We conclude by presenting the implications that our work suggests for brand management and brand governance, including the possibility that brands may allow society to regain control over massive international corporations lost during the recent period of globalization. Keywords: brands and branding ; brand governance ; co-creation ; company / stakeholder engagement ; organizational self-disclosure Introduction Considerable research points to the proactive roles consumers play in the creation of value for companies. The concept of co-creation was an extension of the idea developed by researchers interested in user driven product innovation. As the co creation efforts they studied demonstrated impressive increases in value, the phenomenon garnered considerable attention outside the innovation field in which it spread to marketing and, more recently, to branding. In the case of branding, co-creation expands to embrace other stakeholders than consumers. Merz and Vargo, Christodoulides and Gregory 6 ha