Healthcare customer value co-creation


4 novembre 2013


Health care industry is esperiencing a significant disruptive movement. Digital technologies linked to the social layers are rapidly changing the traditional healtcare approaches to the digital health toward the 4P’s of health 2.0: personal, partecipative, preventive and predictive. But while the technological dimensions of these new directions in medicine and healthcare are sufficiently esamined, the healthcare customer value co-cocreation issue is often underestimated. In fact, traditionally, “customers have been viewed as passive recipients being separate and outside the firm, merely a passive recipient of what a firm does”. This viewpoint has been dominant also in the health care industry and healthcare marketing departments for long time. Recently, new marketing perspectives are now moving beyond these outdated approaches trying to overcome the passive view of customers and patients towards more relevant co-creative paradigms in value generation. In particular, a recent article examines the health care customer value cocreation practice styles relevant to deeply understand the generative value relationship among the healthcare ecosystem actors (patients, doctors, caregivers). As the authors outline: “This article explores in-depth what health care customers actually do when they cocreate value. Combining previously published research with data collected from depth interviews, field observation, and focus groups, the authors identify distinct styles of health care customer value cocreation practice. Importantly, the authors show how customers can contribute to their own value creation through their own (self) activities in managing their health care. Building on past work in service-dominant (S-D) logic, consumer culture theory and social practice theory, the authors identify ‘roles’, ‘activities’, and ‘interactions’ that underlie customer cocreation of value in health care. The authors uncover five groupings of customer value cocreation practices yielding a typology of practice styles and link these to quality of life. The practice styles are ‘team management’,‘insular controlling’, ‘partnering’, ‘pragmatic adapting’ and ‘passive compliance’. Two in particular, team management and partnering, should be encouraged by managers as they tend to be associated with higher quality of life. The authors provide a health care Customer Value Cocreation Practice Styles (CVCPS) typology. The usefulness of the typology is demonstrated by showing links to quality of life and its potential application to other health care settings” (from the abstract: Janet R. McColl-Kennedy, Stephen L. Vargo, Tracey S. Dagger, Jillian C. Sweeney and Yasmin van Kasteren, “Health Care Customer Value Cocreation Practice Styles”, Journal of Service Research, 2012)

Here the link to the mentioned article: