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 “show- room,”; (iii) the customer as an external company design lab.

Business Models Innovation through New Customer Roles: A Design-Driven Case Study

PIRONTI, Marco;
2015

Abstract

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 “show- room,”; (iii) the customer as an external company design lab.
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http://dx.doi.org/10.4468/2015.2.03 pironti.cautela.christodoulou
Product Design; Business Models Innovation; Customer Engagement; Design-Intensive Industries; Global Strategy
Pironti, Marco; Cautela, Cabirio; Christodoulou, Joannis
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/2318/1590925
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