In the digital transformation era, businesses face mounting challenges in formulating innovative strategies to enhance customer engagement and cultivate long-term brand loyalty (Prahalad & Ramaswamy, 2004; Jaakkola & Alexander, 2014). Traditional marketing approaches are diminishing in effectiveness, necessitating alternative means of fostering meaningful interactions with consumers. Co-creation has emerged as a pivotal strategy in this regard, actively integrating customers into the innovation and product development process (Mahr et al, 2013; Sarasvuo et al, 2022). This participatory engagement fosters an emotional connection between consumers and brands, consequently reinforcing brand affinity and customer retention (Breidbach & Maglio, 2016; Oklevik et al, 2024). Social networks serve as instrumental platforms in facilitating co-creation, enabling real-time interaction between customers and brands. These digital environments empower consumers to contribute ideas, articulate preferences, and engage in collaborative development efforts (Sarkar & Banerjee, 2021). This dynamic fosters enhanced customer satisfaction and provides valuable insights for businesses, which can be leveraged to refine their offerings. Furthermore, participatory experiences engender a sense of community, reinforcing brand loyalty by fostering a perception of shared ownership in the brand’s trajectory (Cossío-Silva et al, 2016). This paper examines the multifaceted impact of co-creation within social networks and identifies key success factors necessary for its effective implementation (Bogers et al, 2015; Gemser & Perks, 2015). By categorising distinct types of co-creators and analysing their motivational drivers, this study provides strategic insights for optimising customer engagement. The research delineates different co-creator personas, such as recognition-seekers, knowledge-driven contributors, and pragmatic participants, and evaluates their influence on the co-creation process. Employing a mixed-methods approach, this study integrates qualitative interviews and quantitative surveys to classify and analyse co-creator typologies. This methodological framework allows for a comprehensive exploration of behavioural drivers and the efficacy of co-creation initiatives. Findings indicate that successful co-creation initiatives must be designed to accommodate the heterogeneity of co-creator motivations. Companies should integrate both intrinsic and extrinsic incentives to ensure participants perceive their contributions as valuable. Moreover, transparency in the innovation process, explicit communication of expectations, and the cultivation of an inclusive and rewarding engagement environment are essential in sustaining long-term customer participation (Oklevik et al, 2024). Ultimately, co-creation within social networks emerges as a potent mechanism for strengthening customer relationships, driving brand advocacy, and fostering a sustainable competitive advantage (Füller, 2006). Businesses that strategically implement co-creation practices can cultivate a loyal customer base while enhancing their capacity for innovation and responsiveness in an evolving market landscape (Ramaswamy, 2009).
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