Value co-creation through social media: a case study of a start-up company
Abstract
This research examines social media users’ value-creation processes and the drivers of a start-up company’s successful social media strategy. This research primarily aims to understand start-ups’ effective utilization of social media and value co-creation processes. Although utilizing social media has become key for many organizations, start-ups and small businesses often suffer from a lack of understanding and knowledge of the utilization of social media tools. Therefore, this article uses a case study on the relationship between a social media platform and users’ value co-creation to offer a conceptual framework for start-ups to consider in utilizing social media. Our research reveals that four core drivers of social media success include experience, satisfaction, expression, and sharing ability. Each of these drivers in turn contains conditions for understanding users’ value-creation process and the creation of drivers for successful social media strategies. The research contributes to literature by providing a detailed review of users’ value co-creation as a part of a start-up’s successful social media strategy.
Keyword : social media, social media strategy, value co-creation, value creation, start-ups, core drivers
How to Cite
Kim, J., & Choi, H. (2019). Value co-creation through social media: a case study of a start-up company. Journal of Business Economics and Management, 20(1), 1-19. https://doi.org/10.3846/jbem.2019.6262
This work is licensed under a Creative Commons Attribution 4.0 International License.
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Ghezzi, A., Gastaldi, L., Lettieri, E., Martini, A., & Corso, M. (2016). A role for startups in unleashing the disruptive power of social media. International Journal of Information Management, 36(6), 1152-1159. https://doi.org/10.1016/j.ijinfomgt.2016.04.007
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Helkkula, A., Kelleher, C., & Pihlström, M. (2012). Characterizing value as an experience: Implications for service researchers and managers. Journal of Service Research, 15(1), 59-75. https://doi.org/10.1177/1094670511426897
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Hollebeek, L., Glynn, M., & Brodie, R. (2014). Consumer brand engagement in social media: Conceptualization, scale development and validation. Journal of Interactive Marketing, 28(2), 149-165. https://doi.org/10.1016/j.intmar.2013.12.002
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Kaplan, A., & Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of social media. Business Horizons, 53(1), 59-68. https://doi.org/10.1016/j.bushor.2009.09.003
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Kim, J. (2018). Market entry strategy for a digital platform provider. Baltic Journal of Management, 13(3), 390-406. https://doi.org/10.1108/bjm-07-2017-0228
Kohli, R., & Grover, V. (2008). Business value of IT: An essay on expanding research directions to keep up with the times. Journal of the Association for Information Systems, 9(1), 23-39. https://doi.org/10.17705/1jais.00147
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Lusch, R., & Nambisan, S. (2015). Service innovation: A service-dominant logic perspective. MIS Quarterly, 39(1), 155-175. https://doi.org/10.25300/MISQ/2015/39.1.07
Lusch, R., & Vargo, S. (2014). Service-dominant logic: premises, perspectives, possibilities. Cambridge University Press.
Mangold, G., & Faulds, D. (2009). Social media: The new hybrid element of the promotion mix. Business Horizons, 52(4), 357-365. https://doi.org/10.1016/j.bushor.2009.03.002
Martini, A., Massa, S., & Testa, S. (2013). The firm, the platform and the customer: A “double mangle” interpretation of social media for innovation. Information and Organization, 23(3), 198-213. https://doi.org/10.1016/j.infoandorg.2013.07.001
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