Cree Consumer Value with The convergence of technologies and industry, emerging markets and connectivity have changed the many facets of business. Consumers are more informed, connected, active and global. These trends enable a new way to create value by creating shared or co-creation of value. In this new model, the value is not created in the company to further exchanges with the client, but is co-created by the consumer and the company simultaneously. In the traditional system is the employer who decides what is valuable to the customer. In it, consumers have little or no involvement in the creation of value. In the past two decades, managers have found ways of dividing of the work done by the company and passing it to do what the consumer. In some cases it is a self-test of the quality of the product or service, in others, the involvement of a group of customers in product development. The new vision is focused on the experience of the shared creation of value. These high-quality interactions that enable customers to co-create unique experiences are the key to unlocking new sources of competitive advantage. In May 1999, Shawn Fanning created Napster, the first venture that allowed people to share digital music on the internet. Instead of being a classical company determined the value for its customers, NAPSTER created a powerful new consumer experience, focusing on accessibility, ability to choose and individual-centered vision of the value. The company attracted more than 40 million customers before being canceled in court for the music industry. We could discuss the legal and moral aspects infringed by Napster, but never on their popularity. The real concept behind Napster was, "I, the consumer, I can choose and use music that I like and as I please." In a way, Napster showed that consumers really value music products and want to consume in greater quantity, but their way. They wanted freely access the music libraries to select and live the experience of favorite songs by each of them. Would they have paid for that music? Probably yes, but the industry did not offer mechanisms to do it their way. Steve Jobs proved this point years later with iPod and iTunes, which have charged billions of dollars. NAPSTER history showed that the tension between the industry and consumers focused on the quality of interaction between them. Consumers are not willing to continue buying music pre-packaged by the industry, but the musical pieces they select. Consider the case of digital cameras. Represent an amazing technological breakthrough because they work without film, avoiding trips to the photo retailer to disclose, copy, and buy more film. Also, the pictures are immediately and those that are not pleasing can be removed at that time. Electronically can cut and improve those that store, print at home or see them on screen and share them with friends on the Internet. Despite all these attributes, the real value lies in ease of use, almost intuitive, without having to learn the intricate operation manuals. If the mother takes the camera to the beach, spend half an hour learning how to operate, have difficulty to get photos of their children to the computer and involuntarily delete one of your favorite photos, the company that made the camera will have created a negative experience for the consumer. Why so much technology and served wonderful attributes of the product? Mom is interested only in the quality of the experience with your new camera. Consumers XXI century dream of freedom to choose, interacting with the company through a wide range of experiences. That is the way of co-creation of value: access to the consumer experience. Steps in Creating Shared Value: 1. Define the objectives 2. Imagine the appropriate customer profile for your
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