8 Thinking It contrast, co-production suggests the involvement of people in the process of production. To illustrate the difference, we can look at NikeiD, a platform that ena- bles customers to tailor-make their running shoes. At NikeiD, you can alter sizes, choose colours and inscribe your name. It provides an interesting op- portunity to personalize a mass market brand that has long stressed the idea of personal empowerment, but it is no different in substance from a bespoke service that creates made-to-measure clothing. It is not co-creation but a return to the world before mass consumer goods came to dominate, where products were made to order. What would constitute co-creation in this context is customers taking part in face-to-face and/or online sessions to dis- cuss their needs and, in partnership with Nike, designing, prototyping and producing a new running shoe that is sold to other consumers. The interest- ing point here is that this is exactly where Nike started. When the company that would become Nike was established by the University of Oregon track coach, Bill Bowerman and one of his runners, Phil Knight, in 1964, the focus was on selling running shoes to athletes. To develop relevant products that enhanced performance, Jeff Johnson, the company's first employee, would go to track events, talk to the runners about their needs, get their ideas and then organize prototypes. Bill Bowerman would also be at the trackside ad- justing the shoes and shaving off any excess leather to reduce weight. This is