The business-to-business (B2B) customer experience (CX) literature tends to promote a one-size-fits-all approach, advocating the undifferentiated goal of exceptional CX with the view that ‘more is better’ in CX management (CXM). In contrast, we identify three universal customer goal categories and their associated CXM value propositions that underpin both collective and individual experiences. These categories are: (1) Relieving CX to promote organizational efficiency and individual convenience; (2) Enabling CX to facilitate organizational differentiation and individual empowerment; and (3) Enriching CX to foster organizational association and individual relationships. We also contend that firms may adopt different strategic approaches to CXM depending on their customers’ goals and related value propositions. Specifically, we introduce four archetypical CXM strategies that differ in impact and scope: CXM Champion, Cherry Picker, Minimalist, and Fashionista. Finally, we propose a research agenda on CXM strategy drivers and contextual factors. For practitioners, we offer a four-step CXM strategy guide.

The access economy has emerged as a disruptive force in the business landscape, transforming traditional industries. This term describes a business model that focuses on the sharing, renting, or lending of goods and other resources among individuals and organizations, emphasizing temporary access and usage over permanent ownership. As the access economy continues to gain traction, understanding service experience in this context becomes crucial for researchers and practitioners. Drawing from the mobility sector, this chapter presents an overview of service experience in the access-based economy. We discuss the characteristics of nine access-based mobility services, differentiating traditional ones (e.g., car rental and leasing) from more recent and disruptive ones (e.g., micro-mobility services). We then compare these mobility services through the lens of eight key dimensions of service experience. Our analysis highlights how service experience is multifaceted, as customers perceive access-based services differently depending on their needs and attitudes. We conclude by looking at the future of service experience in the access economy paradigm by illustrating integrated mobility ecosystems that represent convenient, affordable, and customized solutions for individual mobility needs.

Purpose - Technology-enabled business-to-business (B2B) services contribute the largest share to GDP growth and are fundamental for an economy's value creation. This article aims to identify key service- and digital technology-driven B2B innovation modes and proposes a research agenda for further exploration.Design/methodology/approach - This conceptual paper adopts a techno-demarcation view on service innovation, encompassing three core dimensions: service offering (the service product, or the "what"), service process (the "how") and service ecosystem (the "who/for whom"). It delineates the implications of three digital technologies - the internet-of-things (IoT), intelligent automation (IA) and digital platforms - for service innovation across these core dimensions in B2B markets.Findings - Digital technology has immense potential ramifications for value creation by reshaping all three core dimensions of service innovation. Specifically, IoT can transform physical resources into reconfigurable service products, IA can augment and automate a rapidly expanding array of service processes, while digital platforms provide the technical and organizational infrastructure for the integration of resources and stakeholders within service ecosystems.Originality/value - This study suggests an agenda with six themes for further research, each linked to one or more of the three service innovation dimensions. They are (1) new recurring revenue models, (2) service innovation in the metaverse, (3) scaling up service innovations, (4) ecosystem innovations, (5) power dependency and lock-in effects and (6) security and responsibility in digital domains.

The infusion of data-driven services in manufacturing provides new opportunities for long-term competitive advantage; however, it also poses new challenges and entails tradeoffs among strategic options. Digital servitization changes intra-firm processes and customer relationships as well as overall ecosystem dynamics. Drawing on an extensive study of ABB Marine & Ports, a market-leading systems integrator, the concept of digital servitization is examined by analyzing its key characteristics, including opportunities and challenges for manufacturers. The resource integration patterns that connect actors and the dual role of technology in both increasing resource integration complexity and in facilitating the coordination of complexity are discussed. Advancing digital servitization requires fostering service-centricity and executing strategic change initiatives for both the internal organization and the broader ecosystem. Firms must undertake three interlinked changes: (1) digital, (2) organizational, and (3) ecosystem transformations. In addition to contributing to the service literature, these findings provide actionable insights for managers.