Abstract
The theory of value cocreation has been applied widely in the research of a lot of fields, including the field of travelling. At present, online shared cars have become one of the main modes of travel for urban residents, which have caused people to think about the quality of its service and its customer satisfaction. The objective of this research is to explore the impact of value cocreation by both the platform and drivers on customer satisfaction and user loyalty using Didi as an example. We propose five factors that can measure value cocreation behaviors, among which system availability and privacy count for value cocreation by online platform and perceived usability, consistency and competence are indicators of value cocreation by drivers. In total, 338 questionnaires were distributed to retrieve data and further investigate the users’ willingness of taking shared-cars, their satisfaction and loyalty towards Didi in order to help the corporate progress. This study provides suggestions for service-oriented corporations related to the sharing economy in order to enhance their user loyalty as well as improve their management ability.
Highlights
The proliferation of information technology and the sharing economy has opened a new realm of travelling during recent years around the world
Before confirmatory factor analysis (CFA), we performed factorability indicators Kaiser–Myer–Olkin (KMO) test and Bartlett’s test of sphericity. It showed that the KMO value is 0.928 and Sig. = 0.000, which reflects that the data were suitable for further analysis
As a new business mode related to sharing economy, online car-hailing requires satisfying services in order to improve its user loyalty, including efforts from the platform and the driver, especially from the driver according to our study
Summary
The proliferation of information technology and the sharing economy has opened a new realm of travelling during recent years around the world. In 2017, the platform provided more than 7.43 billion mobile travel services (excluding bicycle and owner services) to 450 million users in more than 400 cities across the country, whose scale is larger than Uber already. This is equivalent to the average number of people who have used Didi five times in the past year. The prosperity of this company is eye-catching. Since Didi is a typical company in the context of sharing economy that offers unprofessional practitioners a platform to provide services, the study of its management is of great significance for the whole industry under this new mode
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