Business Model Innovation Through New Customer Roles. Inspirational cues and insights from a design-driven case study analysis
Cautela CABIRIO, Paola PISANO and Marco PIRONTI
Framing business models as relational devices governing transactions with
the customers and stakeholders, the current article aims to 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” – where the innovation soul is characterized by the proposition of
new product cultural messages and meaning – sees the customer as a
product “sense giver,” an interpreter of the meaning, the cultural and
symbolic messages attached to the product. In this setting, new customer
roles are explored through a case study analysis based on a fast-growing
company operating in the furniture sector.
The case study analysis highlights three main customer roles that impact
business models: (i) the customer as a market bridge, where the customer
attracts new potential contacts and customers; (ii) the customer context as a
company “show-room,” where the customer’s home setting is designed to
convey the company’s product language and aesthetics; (iii) the customer as
an external company design lab, where the customer host events to seek for
new product scenarios.
PUBLISHED: Proceedings from the The 19th DMI: Academic Design Management Conference, 2014
DMI Members: To download the pdf of this publication, you need to log in, add it to your shopping cart, and check out. There will be no charge and the link(s) to the pdf(s) will be emailed to you.