Changing roles. Role theoretical approach to customer involvement in industrial service development

Abstract Customer’s role in value creation is in transition from passive buyers to active partners, which encourages companies to engage their customers in an ongoing dialogue. However, companies still have troubles in involving customers in the development activities. This in-depth case study in manufacturing company operating in b-to-b markets applies a role theoretical drama metaphor as a diagnostic framework to analyse the role distribution between a service provider and a customer in an actual service development setting. Results indicate that enhanced customer involvement activities challenge the role boundaries between the customer and the service provider. The company needs to open up their service development process to the customer and the customer needs to be ready to take a more active role in the process. The paper contributes by providing valuable information for both manufacturing companies and design consultancies to help in initiating and implementing customer participation in the service development process.

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