ABSTRACT
This chapter aims to advance a model that is better suited to dialectical value creation and a customer-centric orientation of the firm. The dominant logic of marketing is shifting from a firm-centric view of value creation to one that examines how customers engage themselves in the value-creation process. Resource-based theory of the consumer could contribute to segmentation for experiential marketing. Experiential marketing sometimes promotes the value of customization without recognition of variations in the scope and nature of consumer's operant resources brought to bear on experiences. Marketing as a managerial practice has made almost all operant resources potentially available as consumables, organizing a virtually inexhaustible intersection of operant and operand resources and preexisting cultural schemas. The chapter complements the Vargo and Lusch's thinking by focusing on consumer's operant and operand resources. Consumer research demonstrates consumer's experiences with brands/organizations are deeply context dependent and vary with sociocultural settings.
