Practices for Involving Organizational Customers in Service Innovation

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“…Although we did not have financial data on all the case startups and the majority of them were making losses (as young companies usually do), the fact that most of the cases did have turnover signals -in line with previous studies (Ailisto et al, 2016) -that profits can be gained when platforms are opened to complementing producers in order to offer users value through novel services. Such development by complementing parties creates scale and momentum for the offering (Korhonen & Kaarela, 2015).…”

Collaboration Driven Requirements for a Product-Service Engineering Platform

“…For this reason, companies have lately involved customers in their development efforts and instead of conventional market research many companies utilize the lead user method in their development efforts. Customers are often involved as informants, ideators and developers; but their involvement also helps 1) to shape the overall context where the value of P-S is created, 2) to foster network effects that guide the diffusion of P-S innovation, 3) to cope with contingency in P-S development and adoption, and 4) to engage customers in business that is meaningful for them [24]. However, involvement of customers in P-S development is costly both for providers and customers and it also leads to some extent of loss of power from the P-S provider to the customers.…”

Innovating the Invisible and Intangible - Value Creation in B2B Service

“…Below, we will present the state of the art of the B2B-SI literature. Practice (Biemans & Griffin, 2018a;Bolat, 2019;Enders et al, 2020;Hein et al, 2019;Korhonen & Kaarela, 2015;Leiponen, 2006) 5 Mechanism (Colm et al, 2020;Hong & Miyazaki, 2013;Tsou & Cheng, 2018) 4 Capability Kindström et al, 2013;Kindström & Kowalkowski, 2014) 4 Method(ology) (Almefelt, Rexfelt, Zackrisson, et al, 2009;Curiazzi et al, 2016;Costa Lima et al, 2018; Technique ) 54 Total…”

“…Bolat (2019) researches innovation practice in the creative businesses and finds that the skilful orchestration of technological resources and capabilities facilitates SI. Korhonen and Kaarela (2015) explore customer involvement in SI and propose three practices. The first is "shaping the context of value co-creation", which refers to the notion of engaging in a process of imagination with the customer to determine matters such as possible value outcomes or latent needs.…”

“…It appears that certain mindsets or cultures, such as innovative, entrepreneurial, service-centric, or customer-centric orientations and behaviours, are beneficial Hein et al, 2019). Besides, the orchestration of resources and capabilities among relevant actors connected to the B2B-SI could be derived as a central practice (Bolat, 2019;Korhonen & Kaarela, 2015).…”