Application of the model of value co-creation in the citrus industry of São Paulo

Abstract

In a corporate environment that is more and more similar to a battlefield in which clients’ preferences for goods and services are fought for, merely attracting the buyer is no longer feasible. What is important now is to care for the clients, assuring the maintenance of relationships between the companies and the actors in their micro-environment: suppliers, intermediaries, the public, and the clients. In this line of reasoning, emerged the theory of value co-creation between producer and client, discarding the previously accepted paradigm that value creation would be done solely by the producer. This article is the third of a series aimed at constructing a model for strategic performance based on the theory of value co-creation, to be applied to the citrus industry of São Paulo, focusing on the two most relevant players of this segment. The model identifies seven categories of influence in this interaction, originated from the elements that make up this relationship, which are classified according to their intensity (nonexistent, low, medium, and high) and direction (positive or negative). In the conclusion, inferences are drawn from the presented material and the next steps in this building process are indicated.