Acerca da co-criação de valor

Recentemente reli "The customer as cocreator of value" de Birgit Rettinger. De cada vez que o leio, sinto que consigo captar algo mais e chegar a novas intuições sobre a service-dominant logic, sobre o value-in-use e o value-in-context.
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Os trechos que se seguem:

"When creating interactive contacts with customers the firm generates opportunities to cocreate value with them and for them. Interaction rather than exchange is fundamental.
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Operant resources that particularly represent knowledge and skills are central. The customer himself/herself is an operant resource that is a collaborative partner who cocreates value with the firm and determines value. Value is unique to each customer. What firms provide is a complement to the knowledge, resources, and equipment possessed by the customers themselves.
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It is focused not on selling “products” or “services” but rather on the customers’ value-creating processes, where value emerges for customers and is perceived by them.
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Instead of “targeting” customers, firms have to hold dialogues with them.
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The customer is not merely a receiver with needs to be fulfilled at the end of a “value chain”; he or she is an operant resource, together with whom, in a value-creating process, a firm can create a solution that satisfies needs.
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“Value cannot be created independent of the beneficiary and then delivered.”
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the goal of business is not to create value for customers but rather to mobilize customers to cocreate value."

Enquadram muito bem os casos deste texto "Move up the food chain to move up the profit curve".
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A Target pode ter os artigos à venda, contudo, se os potenciais clientes não souberem como os organizar, como os utilizar, o valor potencial percepcionado será menor e funcionará como uma barreira mais forte à compra. Ainda este mês de Agosto vivi uma situação que me fez pensar nesta abordagem, um parque de campismo com boas instalações, numa zona cheia de oportunidades de lazer (escondidas e dispersas) e que não consegue sair da cepa torta porque se limita a disponibilizar, a vender, a transaccionar as instalações. Se investissem na informação e na disponibilização para co-produzir experiências de lazer para os seus clientes teriam muito mais sucesso, aposto.
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Enquadram também este texto, "Understanding substitutes", de Seth Godin, mais longo do que o habitual.

"Some goods are difficult to understand before purchase and use, and most consumers undervalue them and treat them like commodities
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If you want to charge extra for eggs, then, you need people to believe that they are worth more than the substitutes. This sounds obvious, but it is the key wisdom that gets us started. How much it costs you to make an egg is completely irrelevant to this discussion (or even how much it costs the chicken, but that's a whole different discussion). People will switch to a similar good any time you haven't given them a good reason to pay extra.
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And for anyone who seeks to offer a good or a service that costs more than the good-enough commodity substitute, we have to understand and embrace the fact that we are in the business of making luxury goods."