Open Collaboration as Marketing Transformation Strategy in Online Markets: The Case of the Fashion Sector
Abstract
:1. Introduction
1.1. Consumer as Value Co-Creator: Participation Experience, Satisfaction, Engagement, Recommendation
1.2. Co-Creation in the Internationalization Process
- Greater coherence between the results of innovation and the expectations of the customers is proposed for a better adaptation of the company to its environment. To that end, it is essential to know user needs [59]. The strategy of co-creation (customer participation) plays an important role in a better adaptation of the firms whose aim is to operate in international markets.
- In the context of internationalization, the construction of the brand requires: the ability to transfer the brand to new markets; the ability to manage the adaptation of the brand without losing its integrity; and the ability to promote a brand experience [58]. Therefore, bidirectional communication processes, development of commercial formats, and assortments of products and brands are required.
- (1)
- Adaptation to international markets:
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- facilitate the internationalization of firms.
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- takes place within the limits of brand personality.
- (2)
- The role of online media in the internationalization process:
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- Social networks promote knowledge of the markets that favour internationalization processes.
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- The information from the markets facilitates the adaptation to them, and the internationalization process.
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- Obtaining information represents a value for the company.
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- Customer participation favours obtaining information.
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- Strategy for the international development of social networks
- (3)
- The perspective of value co-creation:
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- Social networks favour customer participation.
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- Customer participation promotes engagement with firms and represents value for consumers.
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- The engagement with the firms represents value for the consumers and for firms (facilitates internationalization process).
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- The value of experience contributes to generate engagement with firms.
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- Personalisation: helps create value for the consumers, represents an experiential value for the consumers, helps generate consumer satisfaction, promotes engagement with firms, and promotes the internationalization process.
- RQ1: How can the adaptation to international markets favour the internationalization of firms?
- RQ2: How can social networks facilitate internationalization processes?
- RQ3: How can social networks promote customer participation, value creation and engagement with the firms?
2. Materials and Methods
- -
- Use of query tool to discover the frequency of each code in total, and in each sector (Table 2).
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- Co-occurrence table, to explain the strength of the relationship between the categories (codes), in order of answer the research questions (Table 3 and Table A1, Table A2, Table A3 and Table A4). This technique provides us the number of times in which two codes are mentioned in the same quote. Although the table contains frequency of relationships, in the text we have include the average of relationships in each interview and by sectors.
3. Results
3.1. Antecedents and Internationalization Process
3.2. Adaptation to International Markets
3.3. The Role of Online Media in the Internationalization Process
3.4. Market Knowledge
3.5. Strategy for the International Development of Social Networks
3.6. The Perspective of Co-Creation Value
3.7. The Relational Approach
3.8. The Offer of Customised Products—Co-Creation with the Consumer
4. Discussion and Conclusions
Author Contributions
Funding
Conflicts of Interest
Appendix A. Co-Occurrence Tables in Four Fashion Sub-Sectors
Uses of Open Collaboration through Social Media for the Internationalization Strategy | Participation | Networks (Online Media) | Engagement | Information/ Knowledge | Adaptation | Brand Personality | Internationalization | Experiential Value | Creation of Value for Consumers | Personalization/ Customization | Creation of Value for Companies | Satisfaction |
---|---|---|---|---|---|---|---|---|---|---|---|---|
Participation | ||||||||||||
Networks (online media) | 16 | |||||||||||
Engagement | 11 | |||||||||||
Information/knowledge | 13 | 13 | ||||||||||
Adaptation | 5 | 18 | ||||||||||
Brand personality | 5 | |||||||||||
Internationalization | 3 | 1 | 5 | 7 | ||||||||
Experiential value | 1 | |||||||||||
Creation of value for consumers | 6 | 8 | ||||||||||
Personalization/customization | 4 | 2 | 1 | 13 | ||||||||
Creation of value for companies | 1 | 2 | 2 | |||||||||
Satisfaction | 4 |
Uses of Open Collaboration through Social Media for the Internationalization Strategy | Participation | Networks (Online Media) | Engagement | Information/ Knowledge | Adaptation | Brand Personality | Internationalization | Experiential Value | Creation of Value for Consumers | Personalization/ Customization | Creation of Value for Companies | Satisfaction |
---|---|---|---|---|---|---|---|---|---|---|---|---|
Participation | ||||||||||||
Networks (online media) | 63 | |||||||||||
Engagement | 24 | |||||||||||
Information/knowledge | 51 | 61 | ||||||||||
Adaptation | 53 | 65 | ||||||||||
Brand personality | 12 | |||||||||||
Internationalization | 17 | 1 | 9 | 17 | ||||||||
Experiential value | 1 | |||||||||||
Creation of value for consumers | 25 | 12 | ||||||||||
Personalization/customization | 4 | 0 | 4 | 7 | ||||||||
Creation of value for companies | 11 | 6 | 11 | |||||||||
Satisfaction | 1 |
Uses of Open Collaboration through Social Media for the Internationalization Strategy | Participation | Networks (Online Media) | Engagement | Information/ Knowledge | Adaptation | Brand Personality | Internationalization | Experiential Value | Creation of Value for Consumers | Personalization/ Customization | Creation of Value for Companies | Satisfaction |
---|---|---|---|---|---|---|---|---|---|---|---|---|
Participation | ||||||||||||
Networks (online media) | 17 | |||||||||||
Engagement | 13 | |||||||||||
Information/knowledge | 9 | 24 | ||||||||||
Adaptation | 18 | 16 | ||||||||||
Brand personality | 9 | |||||||||||
Internationalization | 12 | 0 | 5 | 12 | ||||||||
Experiential value | 0 | |||||||||||
Creation of value for consumers | 9 | 8 | ||||||||||
Personalization/customization | 6 | 1 | 2 | 11 | ||||||||
Creation of value for companies | 6 | 3 | 9 | |||||||||
Satisfaction | 3 |
Uses of Open Collaboration through Social Media for the Internationalization Strategy | Participation | Networks (Online Media) | Engagement | Information/ Knowledge | Adaptation | Brand Personality | Internationalization | Experiential Value | Creation of Value for Consumers | Personalization/ Customization | Creation of Value for Companies | Satisfaction |
---|---|---|---|---|---|---|---|---|---|---|---|---|
Participation | ||||||||||||
Networks (online media) | 10 | |||||||||||
Engagement | 7 | |||||||||||
Information/knowledge | 15 | 19 | ||||||||||
Adaptation | 14 | 18 | ||||||||||
Brand personality | 4 | |||||||||||
Internationalization | 9 | 0 | 7 | 14 | ||||||||
Experiential value | 1 | |||||||||||
Creation of value for consumers | 6 | 6 | ||||||||||
Personalization/customization | 1 | 0 | 2 | 12 | ||||||||
Creation of value for companies | 5 | 1 | 9 |
Appendix B. Interview Outline “Analysis of Online Co-Creation as an Internationalization Strategy in the Spanish Fashion Sector”
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- Firstly, I would like to talk briefly about the internationalization process in your company, and tell us the main features of it: When did it start? What was the motivation? What were the main characteristics?, and what have been the main obstacles you have had to overcome?
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- It is possible that the international exit of your company has required an adaptation to the particularities of each market, what have been the main adaptations to those marketing strategies that your company has had to develop?
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- What role has the knowledge of the client played in this adaptation process and how has it been carried out? What role has this knowledge definitely played in the international expansion strategy?
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- We have previously talked about the need of new online channels as a strategy of adaptation to international markets. What channels, online media does your company set up? What has the implementation of these online channels contributed to the internationalization strategy? (Reasons).
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- What benefits does your company pursued with the participation in the digital environment?
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- What changes in your company have the implementation of these channels produced?
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- Which elements describe the main Trends of online channels? What elements mark these Trends? (Reasons)
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- Talking specifically for each media of these online channels, what have motivated you to implement it? What are its advantages and disadvantages? What do you think the trends are?
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- Are these media/channels attached to the company’s website or are they external? (Reasons)
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- Some of these media/channels have an interactive essence in which the consumer/users can report comments… What do you think this possibility represents for marketing? Whas does this possibility represent for your company? And, for the internationalization strategy? (Reasons)
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- Since consumers can participate, what type of interactions are taking place? What example can you give us about it? What kind of values are they contributing? What are the most valued? (Reasons)
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- Regarding your experience, What would you say are the main characteristics of this interaction? What is the level of this interaction?
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- What benefits do you perceive in the interaction between users?
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- In the interactions that take place in your company’s social media, What roles do the users play? (proactive, reactive)
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- Does your company use any CRM application for customer Management? What valued does it contribute?
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- From your experience, What do you consider the main characteristics of this interaction? What is the level of this interaction?
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- What benefits do you perceive in the interaction between users and your company?
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- As you may have Heard, the idea of co-creation is currently being manage. In your opinión, What defines this concept of co-creation?
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- What do you think is the role of co-creation within brands?
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- What is the role that co-creation is playing in internationalization processes? (Reasons)
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- Considering co-creation as a whole, What do you think is the trend? Or How do you consider it will evolve? (Reasons)
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- How do you think brands with co-creative processes are perceived by consumers?
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- What type of co-creation actions are carried out in your company?
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- When did you start co-creation activities?
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- As a whole, What benefits has virtual co-creation generated? And, What disadvantages?
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- What type of company processes does the client’s participation affect in virtual physical environments?
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- How does the client participate in the design of the offer?
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- From the point of view of your company, What kind of contributions do the mentioned participation actins represent? And What role that they represent within the internationalization strategy?
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- During the co-creation process, What freedom do they grant the client?
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- Another aspects form the client’s point of view is the possibility of co-creating their experience, it means, each user can personalize their experience. What is your opinión? What are the contributions of this type of options.
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- Does your company carry out customization activities? If yes, What aspects are personalized?
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- When did you start personalization actions?
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- What is the purpose of personalization?
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- What advantages and disadvantages does personalization entail?
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- What benefits and costs does customization provide to customers?
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- Returning to the subject of online participation, What do you say about the social experience that take place among consumers; and, in the case of the interaction between client-company, What are the motives to carry out this participation?
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- What does the participation in these processes provide the clients?
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- As a result of participation in co-creation of experience the customer engagement takes place, What do you thing about this term?
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- What effects has co-creation for the client? Do you consider that co-creation increases individual satisfaction? And the intention to continue co-creating?
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- What other behavioral responses can the user express when a company allows him to co-create?
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- How do you encourage the participation of clients? and its connection?
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- Do you offer some type of compensation (monetary or non-monetary) to the clients that participate in the co-creation activity?
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Entity | Number | Sector | Area |
---|---|---|---|
Academic Institutions | 1 | Textile/shoes/accessories | Madrid |
Professional Associations | 2 | Textile, footwear | Madrid, Alicante |
Distributor | 1 | Textile/shoes/accessories/children | Madrid |
Manufacturing companies | 16 | Footwear (4), accessories (4), textile (8) | Madrid, Barcelona, Alicante, Almansa |
Type of Companies | Adaptation | Communication | Engagement | Information/ Knowledge | Users Interaction | Internationalization | Participation | Direct Participation | Indirect Participation | Brand Personality | Personalisation | Reward | Social Networks | Satisfaction | Experiential Value | Value for Consumers | Value for Companies | Total |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
D 1: 1 Big footwear brands | 10 | 0 | 6 | 14 | 3 | 6 | 7 | 7 | 6 | 4 | 0 | 5 | 13 | 0 | 0 | 4 | 2 | 87 |
D 2: 1 Footwear start-ups | 1 | 1 | 6 | 2 | 0 | 2 | 2 | 1 | 4 | 2 | 19 | 0 | 6 | 2 | 4 | 8 | 1 | 61 |
D 3: 1 Small accessories brands | 2 | 2 | 2 | 3 | 0 | 0 | 2 | 3 | 1 | 4 | 12 | 0 | 9 | 1 | 2 | 10 | 1 | 54 |
D 4: 1 Distributors | 5 | 0 | 2 | 9 | 7 | 7 | 9 | 4 | 4 | 3 | 5 | 5 | 15 | 0 | 4 | 8 | 6 | 93 |
D 5: 1 Experts | 11 | 2 | 4 | 9 | 2 | 9 | 5 | 2 | 4 | 4 | 6 | 0 | 11 | 0 | 0 | 7 | 6 | 82 |
D 6: 1 Start-ups | 8 | 1 | 10 | 4 | 4 | 2 | 13 | 3 | 0 | 5 | 0 | 3 | 14 | 0 | 0 | 6 | 4 | 77 |
D 7: 1 Medium textile brands | 9 | 0 | 6 | 11 | 2 | 2 | 8 | 4 | 2 | 3 | 0 | 2 | 18 | 0 | 0 | 5 | 1 | 73 |
D 8: 1 Small textile brands | 5 | 0 | 8 | 9 | 2 | 3 | 7 | 1 | 0 | 4 | 2 | 0 | 15 | 6 | 3 | 6 | 0 | 71 |
D 9: 1 Big accessories brand | 16 | 1 | 6 | 13 | 0 | 9 | 6 | 0 | 0 | 4 | 4 | 0 | 21 | 1 | 0 | 3 | 2 | 86 |
D 10: 2 Big footwear brands | 4 | 3 | 8 | 9 | 2 | 5 | 16 | 4 | 0 | 2 | 13 | 1 | 16 | 3 | 0 | 9 | 1 | 96 |
D 11: 2 Small accessories brands | 4 | 1 | 6 | 11 | 1 | 8 | 9 | 0 | 1 | 2 | 3 | 0 | 15 | 1 | 1 | 5 | 7 | 75 |
D 12: 2 Experts | 9 | 1 | 3 | 8 | 0 | 8 | 10 | 1 | 0 | 1 | 1 | 1 | 7 | 0 | 0 | 4 | 1 | 55 |
D 13: 2 Start-ups | 9 | 0 | 5 | 9 | 0 | 2 | 15 | 4 | 0 | 2 | 1 | 4 | 9 | 0 | 0 | 2 | 1 | 63 |
D 14: 2 Medium textile brands | 12 | 0 | 6 | 12 | 0 | 4 | 14 | 1 | 0 | 0 | 4 | 1 | 11 | 0 | 0 | 5 | 2 | 72 |
D 15: 2 Big textile brands | 15 | 0 | 2 | 13 | 1 | 3 | 20 | 5 | 1 | 7 | 6 | 1 | 19 | 4 | 1 | 13 | 7 | 118 |
D 16: 3 Experts | 7 | 0 | 2 | 7 | 0 | 3 | 5 | 0 | 0 | 3 | 4 | 0 | 8 | 0 | 0 | 5 | 1 | 45 |
D 17: 3 Start-ups | 14 | 0 | 5 | 11 | 0 | 5 | 17 | 5 | 0 | 3 | 1 | 3 | 18 | 0 | 1 | 3 | 3 | 89 |
D 18: 3 Medium textile brands | 2 | 0 | 0 | 2 | 0 | 2 | 1 | 0 | 1 | 8 | 0 | 0 | 9 | 0 | 0 | 0 | 0 | 25 |
D 19: 3 Big textile brands | 12 | 0 | 4 | 17 | 2 | 7 | 8 | 1 | 0 | 3 | 4 | 0 | 17 | 1 | 1 | 1 | 6 | 84 |
D 20: 4 Big textile brands | 9 | 0 | 12 | 14 | 4 | 0 | 14 | 5 | 2 | 8 | 0 | 1 | 20 | 4 | 0 | 5 | 1 | 99 |
Total | 164 | 12 | 103 | 187 | 30 | 87 | 188 | 51 | 26 | 72 | 85 | 27 | 271 | 23 | 17 | 109 | 53 | 1505 |
Uses of Open Collaboration through Social Media for the Internationalization Strategy | Participation | Direct Participation / Indirect Participation / Users Interaction | Networks (Online Media) | Engagement | Information/Knowledge | Adaptation | Brand Personality | Internationalization | Experiential Value | Creation of Value for the Consumer | Personalisation/Customisation | Creation of Value for the Company | Satisfaction | |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Participation | ||||||||||||||
Networks (online media) | 106 | 31 / 16 / 22 | ||||||||||||
Engagement | 55 | 12 / 5 / 8 | ||||||||||||
Information/knowledge | 88 | 28 / 16 / 10 | 117 | |||||||||||
Adaptation | 90 | 117 | ||||||||||||
Brand personality | 30 | |||||||||||||
Internationalization | 41 | 2 | 26 | 50 | ||||||||||
Experiential value | 3 | |||||||||||||
Creation of value for the consumer | 46 | 12 / 5 / 1 | 34 | |||||||||||
Personalisation/ customisation | 15 | 3 | 9 | 43 | ||||||||||
Creation of value for the company | 23 | 8 / 5 / 5 | 12 | 31 | ||||||||||
Satisfaction | 8 |
© 2019 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (http://creativecommons.org/licenses/by/4.0/).
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Lorenzo-Romero, C.; Cordente-Rodríguez, M.; Alarcón-del-Amo, M.-d.-C. Open Collaboration as Marketing Transformation Strategy in Online Markets: The Case of the Fashion Sector. Resources 2019, 8, 167. https://doi.org/10.3390/resources8040167
Lorenzo-Romero C, Cordente-Rodríguez M, Alarcón-del-Amo M-d-C. Open Collaboration as Marketing Transformation Strategy in Online Markets: The Case of the Fashion Sector. Resources. 2019; 8(4):167. https://doi.org/10.3390/resources8040167
Chicago/Turabian StyleLorenzo-Romero, Carlota, María Cordente-Rodríguez, and María-del-Carmen Alarcón-del-Amo. 2019. "Open Collaboration as Marketing Transformation Strategy in Online Markets: The Case of the Fashion Sector" Resources 8, no. 4: 167. https://doi.org/10.3390/resources8040167