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The authors’ of “The Ownership Quotient” in chapter 4 “Put Customers to Work” emphasize on how strong the customers can influence a company, product, or service when they get involved. Involvement could be either putting them to work, such as assembling part of their products or providing themselves with the services they require. However, to put customers to work effectively, they authors asks few questions such as: what kind of work is most appropriate for customers? Why do they choose to work for (or against) a brand?. These sets of questions if answered correctly could lead to a stronger customers’ attachment to company, which lead to even more success.

Identifying the work that customers perform best is important, research and studies shows that patient are more expert than health professionals in administering pain control medication. This is due to the fact that they know how much they need, and how often they need it. Producing personal value is another example of putting customers to work, for instance a phenomena called “IKEA effect”. For years IKEA’s customers bought and assembled home furniture themselves, IKEA’s followed simple method to grantee their success. Their products are high quality, and because customers are assembling it themselves the cost was effectively reduced. More over the “idea” of assembling your own product put a strong attachment between the customer and IKEA, where many people find assembling IKEA’s product is simple and fun. IKEA’s success was not only strict to the fact that their products are easy to assemble, but also they provide their shopping floor a sample of what their products look like; then customers can pick what they choose from the storage which is accessible to everyone. This lead to reducing cost of hiring employees, which also reduces their product cost.

Customers are willing to contribute effort when the result are personally important, when they want more control over their overall experience they agree...