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The ultimate co-creation: leveraging customer input in business model innovation

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Abstract

In order to stay competitive, organizations need to regularly revamp and innovate their business model (BM). A key catalyst for innovation—acknowledged by managers as well as academics—is input from customers. However, the functional aspect of customer input in the process of business model innovation (BMI) is still ambiguous. In this paper, we explore the role of customers in the process of BMI and propose a conceptual model that links customer input to BMI success. Particularly, our model demonstrates how customer input is generated and how organizations can efficiently and effectively manage such input to enhance the performance of their newly innovated BM. This proposed model provides managers with a basis for developing actionable plans to reach customers, utilize their input during the BMI process, and enhance BMI success.

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Author notes

  1. Shinhye Kim, Melanie Bowen, and Xiaohan (Hannah) Wen contributed equally.

Authors and Affiliations

  1. Robert J. Trulaske College of Business, University of Missouri-Columbia, 700 Tiger Ave Cornell Hall, Columbia, MO, 69211, USA

    Shinhye Kim

  2. Justus-Liebig-University, Licher Strasse 66, 35394, Giessen, Germany

    Melanie Bowen

  3. Özyeğin University, Çekmeköy Campus, Nişantepe District, Orman Street, Çekmeköy, 34794, İstanbul, Turkey

    Xiaohan (Hannah) Wen

Authors
  1. Shinhye Kim
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  2. Melanie Bowen
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  3. Xiaohan (Hannah) Wen
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Correspondence to Shinhye Kim.

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Kim, S., Bowen, M. & Wen, X. The ultimate co-creation: leveraging customer input in business model innovation. AMS Rev 9, 339–356 (2019). https://doi.org/10.1007/s13162-018-0129-8

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