"In co-productive terms, value is manifested thanks to the 'enabling' which the supplier brings to the customer's own value creating activity. By 'enabling' we mean 'supporting', or 'making possible'.[Moi ici: Tudo a ver com o uso da oferta como um input a ser processado pelo cliente na sua vida. A mesma oferta é processada por diferentes tipos de clientes de diferentes maneiras e, por isso, terá valores diferentes para cada tipo de clientes. Se a mesma oferta está disponível no mesmo local para todos os tipos de clientes, alguns vão considerar a oferta como demasiado cara, ou como suspeitosamente barata. Admitindo que possa fazer sentido trabalhar para mais do que um tipo de cliente, talvez faça sentido usar marcas diferentes, ainda que o 'hardware' seja o mesmo, para enviar diferentes mensagens e sinais para diferentes tipos de clientes]
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Rather than being objective or subjective, interactive value is in fact, `actual'. It is 'actual' in the sense that it requires action on the part of both the customer, and his or her customers, and the supplier for the value to become (actually) possible. Once the actions take place, they become facts. Actual value is thus dependent on 'action' and interaction, which upon taking place 'actually', becomes 'factual'. With this understanding of customer valuation, the notion of 'end customer' — a customer at the end of a value chain that passively receives the value produced by the supplier — has lost its significance. [Moi ici: Isto não invalida que certos tipos de clientes não saibam, ou não precisem, ou não queiram criar mais valor com uma oferta. Porque a noção de valor não é a do produtor, mas a daquele que vai operar a oferta com um fim em vista. Como comprar azeite virgem extra de marca de nicho, para depois só o usar para fazer refogados] Somebody buys an offering, seeking to co-create value with others, for themself, for the other, and/or for third parties. We buy in order to create value, with others or in relationship to them. And we seek value-creating opportunities, which guide much of our buying. Understanding these value-creating opportunities for one's customers becomes the true challenge for any seller. [Moi ici: O vendedor pode fazer o papel de consultor, de formador do cliente, ajudando-o a perceber como uma determinada oferta pode fazer mais sentido e ser mais útil para a criação de valor percebido realmente como tal] The interface between one's customers and their own different customers, establishes the value that one's customers are seeking to produce. It is the supplier's role of actually helping customers to create value (with their counterparts) that convinces a customer to buy from that supplier. [Moi ici: A importância de ir para além da relação diádica e perceber o ecossistema do negócio]
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The connotations that a given interaction holds for us, how we value it, are subjected to the particulars of the situation in which the interaction takes place. ... Offerings are thus valued 'contingently', that is, depending on which they are connected.
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The offering consequently is not something that exists, independently, in itself. It both resulted from and contributes to a bundle of activities that enable the buyer to perform his or her activities in a different way than if the offering had not been bought. It is the outcome of these intended activities that creates some form of satisfaction for the buyer.
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Facilitating customer value creation is, within the co-productive point of view, the raison d'être for a firm. This perspective shifts the focus of strategic attention from actor or 'activity' to interaction."
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What competes is the offering, not the actor. Offerings are the output produced by one (or several) actor(s) creating value — the `producer' or 'supplier' — that becomes an input to another actor (or actors) creating value — the 'customer'....Offerings are thus both outputs and inputs. Acknowledging and incorporating the specific individual requirements of each customer implies that customers cannot be simply treated en masse as anonymous, 'average', de-personalized 'product markets'. Customer requirements can be better understood by knowing how each customer is producing value for themself and in turn, for their customers. A company's offering have value to the degree that customers can use them as inputs to leverage their own value creation with their own counterparts."
TRechos retirados de "Prime Movers" de Rafael Ramirez e Johan Wallin.
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