ABSTRACT This study presents Fake Customer Value (FCV), a theory meant to characterize situations where customers have a first impression of value that falls apart upon a deeper evaluation. Although value co‐creation has gained prominence in marketing theory, particularly through Service‐Dominant (S‐D) logic, there remains a lack of theory on how mismatched or exaggerated value propositions lead to phenomenological dissonance and systemic consequences. The study employs a conceptual framework grounded in S‐D logic, expectancy‐disconfirmation theory, and symbolic consumption. It constructs a conceptual model that connects antecedents, moderators, and outcomes. It defines FCV by synthesizing literature spanning marketing, consumer psychology, and service ecosystems and distinguishes it from comparable ideas (e.g., deceptive marketing). FCV is a transient positive appraisal induced by a firm's value proposition that reverses post‐use when the customer's phenomenological evaluation, be it functional, experiential, or ethical, reveals a misalignment between promised benefits and the resources realistically available to realize them; deception is not necessary. The suggested model illustrates how inflated expectations, algorithmic influence, and unclear value constellations contribute to FCV. It describes the behavioral, emotional, and cognitive effects on consumers, as well as the relational and reputational expenses for service ecosystems. Additionally, several propositions are created to direct future empirical validation. The model is a theoretical contribution that requires empirical testing and operationalization through scale development and longitudinal research. Managers are encouraged to evaluate the integrity of the value proposition, invest in open communication, and track early symptoms of FCV using post‐experience feedback and ecosystem signals.
Helal et al. (Sun,) studied this question.