| | |  | Mike Bonifer | Home » » The Future of Competition: Co-Creating Unique Value with Customers | | | | | | | Description: | | Text presents a new approach to value creation; showing that the traditional, firm-centric view of value creation is being challenged by active, connected, and informed consumers. DLC: Competition. | | | Features: | |
• ISBN13: 9781578519538
• Condition: NEW
• Notes: Brand New from Publisher. No Remainder Mark.
•
| | | Product Details: | | | Author:
| C. K. Prahalad | | Hardcover:
| 320 pages | | Publisher:
| Harvard Business Press | | Publication Date:
| February 18, 2004 | | Language:
| English | | ISBN:
| 1578519535 | | Package Length:
| 9.3 inches | | Package Width:
| 6.3 inches | | Package Height:
| 1.0 inches | | Package Weight:
| 1.3 pounds | | Average Customer Rating:
|  based on 14 reviews |
| | | | Customer Reviews: | |
Average Customer Review:
Write an online review and share your thoughts with other customers.
 A provocative look at the new agent provocateur - the customer!Jul 09, 2009
Anybody with the slightest business acumen recognizes the seismic power shift away from the producer or manufacturer to the end user. The Internet has forever changed that interactive dynamic, which currently favors the consumer - but that could change in the future. Regardless, companies that hope to thrive in this fluid marketplace must shift their perceptions, operational infrastructure and information systems to accommodate the newest member of the team - the customer as collaborator. Soundview likes this title because it stresses the importance of customer engagement to develop a sustainable relationship that extends far beyond the traditional transactional model. Additionally, it doesn't let the customer off the hook for their role, which requires them to accept the rewards and risks that this heightened accountability to the market places on them. Ultimately, it's a provocative look at the new agent provocateur - the consumer!
1 of 1 found the following review helpful:
 Future of marketing...Jun 19, 2006
Caveat - I see most things from a marketer's prospective, hence, I read this book in that context. I think the ideas of Prahalad and Ramaswamy are the future of marketing. If you take a look at a few of today's successful companies, including Amazon.com and eBay for instance, you will see that one of the reasons they have been so successful is because they worked with their customers. I think the book should be required reading for anyone going into the marketing field.
9 of 12 found the following review helpful:
 Nothing insightful that is worth the onerous readJun 22, 2005
The authors have created a massive text that does not add much to the earlier paper they had published. The book has mainly two messages - maximizing customer experience is the basis of value creation and firms have to be experience-driven rather than product-centric. (BTW, these are the author's buzz words not mine ).
They cite cases that have no hard links to their messages but a tenous connection. There is no proof or metrics to show that this is the way to go.
I am sure the academics have the luxury of writing long books to sustain their tenureship compared to us real-world practioners, where things have to work now or in the next quarter for us to go anywhere in the corporate world. Sorry, academics.
5 of 9 found the following review helpful:
Breakthrough Thinking for higher IQ managersApr 23, 2005
The concepts presented in the book are deceptively easy to gloss over. I do not blame the reviewers at this site who did not 'get it'.
This is not something one can expect to read and understand over a coast-to-coast flight like most of the popular business books one tends to find at the airport book stores.
It is heavily intellectual content and for those who do 'get it', the payoffs can be huge, as have been documented by the real-life examples presented in the book. There are no quick fixes here and no 'if you have problem A, do X' type remedies, nor the 'company A did X and it worked for them' type anecdotal evidence.
Real-life examples have been used to demonstrate the backbone of the theory. This is necessary because there is no evidence of the concept of co-creation present yet in the collective *consciousness* of the managers today (it does happen accidentally, though).
Now you must be wondering how I can be so emphatic about stating my opinion. Well, I have had the fantastic opportunity to do some work on this subject during my MBA program through the B-school class offered by one of the authors at Ross Business School, as well as the opportunity of doing independent research on the subject matter of this book.
I can assure the prospective reader that the material requires serious mental exercise, and the theory and frameworks are not easy to grasp or implement. The reason for this is that the implementation of the concepts being presented requires some serious inside-out redesign of the organization, processes, systems as well as value appropriation contracts..
However, for those interested in finding out about which direction to look to innovate, especially the entrepreneurial types, this is an excellent opportunity to learn something new and apply it to the extent your own organizational processes, systems and capabilities will allow, or create ground-up organizations, processes, systems and capabilities to take advantage of the opportunities to the fullest.
Sunil Chhaya, Ph.D.
16 of 22 found the following review helpful:
 DisappointingAug 01, 2004
C.K. Prahalad must be getting a bit long in the tooth. Or perhaps he has had difficulty in recent years finding a co-author as talented as Gary Hamel. Whatever his excuse, his latest book is a disappointing throwback to specious management bestsellers of the 80s and 90s. Prahalad's book is long on clichés and short on insight. The central thesis of the book is a rehash of Kotler's better articulted work on the prosumer. Given all of their emphasis on "value co-creation" the book seems woefully short on profitability and ROI numbers. I couldn't find any case studies that showed the value in value co-creation. At the same time, truly innovative and competitive "value co-creation" businesses - Linux, Apache and the whole open source software movement which Microsoft now finds so threatening - are barely mentioned. Are we just to take the authors' word for it that companies adopting a "C-type" structure are automatically profitable? Hmm. Maybe it depends on whether these firms adopt "X,Y, or Z-type" management. Can lucrative consulting gigs be far behind?
| | |
|
