TY - GEN
T1 - Shoes of Prey
T2 - Managing the Dark Side of Value Co- creation
AU - Roy, Sanjit K.
AU - Singh, Gaganpreet
PY - 2020/3/31
Y1 - 2020/3/31
N2 - Launched in 2009, Australian-based Shoes of Prey allowed potential customers to design every detail of a pair of shoes. The co-creation strategy offered customers a sense of ownership and increased their perceived value of the shoes. The company initially focused on niche customers; however, as a result of increased business investment, it decided to scale its business to the mass market. This mass customization and co-creation strategy brought numerous challenges. The company's inability to succeed in the mass market led to the co-founder suspending business operations in August 2018. Should she reboot the business with substantial changes, or was it time sell out?
AB - Launched in 2009, Australian-based Shoes of Prey allowed potential customers to design every detail of a pair of shoes. The co-creation strategy offered customers a sense of ownership and increased their perceived value of the shoes. The company initially focused on niche customers; however, as a result of increased business investment, it decided to scale its business to the mass market. This mass customization and co-creation strategy brought numerous challenges. The company's inability to succeed in the mass market led to the co-founder suspending business operations in August 2018. Should she reboot the business with substantial changes, or was it time sell out?
UR - https://hbsp.harvard.edu/product/W20228-PDF-ENG
M3 - Article in specialist publication
SN - 0017-8012
JO - Harvard Business Review
JF - Harvard Business Review
ER -