Business Models Innovation through New Customer Roles: A Design-Driven Case Study
Keywords:Product Design, Business Models Innovation, Customer Engagement, Design-Intensive Industries, Global Strategy
Business models as relational devices governing transactions with the customers and stakeholders identify new rules of customer engagement and their impact on business model innovations in design-intensive industries. These industries, framed as the locus of "cultural innovation", see the customer as a product 'sense giver'. In this setting, new customer roles are explored through a case study based on a fast-growing company operating in the furniture sector. The case study highlights three main customer roles that impact business models: (i) the customer as a market bridge; (ii) the customer context as a company "showroom,"; (iii) the customer as an external company design lab.
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