This paper explores the roles of customers in service delivery, emphasizing their contributions to service quality and productivity. It presents two frameworks to guide managerial decision-making and research on customer participation. The first framework outlines different levels of customer participation across service contexts, while the second identifies three major roles: customer as productive resource, contributor to quality and satisfaction, and competitor to the service organization. The paper summarizes two empirical studies illustrating customer participation and its impact on satisfaction. Customer participation varies from low (e.g., symphony-goers) to high (e.g., education, health care). In high participation services, customers co-create the service, requiring active involvement. For example, in Weight Watchers, members must actively participate in weight loss through diet and exercise, with the organization providing guidance and support. Customers in such roles contribute to organizational productivity and service quality. They also influence their own satisfaction and the value they receive. In the mammography example, moderate customer participation is required, such as following instructions before and during the exam. Compliance improves service delivery and outcomes. Customers also play a role in their own satisfaction by contributing to the quality of the service they receive. Customers can also act as competitors to the service organization, especially when they can produce the service themselves. This is less relevant in services like mammography, where self-service is not feasible. The paper highlights the importance of customer education, realistic expectations, and effective communication in enhancing customer participation and satisfaction. It also discusses the implications for management and research, emphasizing the need for frameworks to understand and manage customer participation across different service contexts. The study of Weight Watchers and mammography illustrates how customer participation affects service outcomes and satisfaction, with empirical evidence supporting the role of customers in service delivery. The findings suggest that customer involvement is crucial for service quality and that organizations should focus on facilitating customer participation to enhance productivity and satisfaction.This paper explores the roles of customers in service delivery, emphasizing their contributions to service quality and productivity. It presents two frameworks to guide managerial decision-making and research on customer participation. The first framework outlines different levels of customer participation across service contexts, while the second identifies three major roles: customer as productive resource, contributor to quality and satisfaction, and competitor to the service organization. The paper summarizes two empirical studies illustrating customer participation and its impact on satisfaction. Customer participation varies from low (e.g., symphony-goers) to high (e.g., education, health care). In high participation services, customers co-create the service, requiring active involvement. For example, in Weight Watchers, members must actively participate in weight loss through diet and exercise, with the organization providing guidance and support. Customers in such roles contribute to organizational productivity and service quality. They also influence their own satisfaction and the value they receive. In the mammography example, moderate customer participation is required, such as following instructions before and during the exam. Compliance improves service delivery and outcomes. Customers also play a role in their own satisfaction by contributing to the quality of the service they receive. Customers can also act as competitors to the service organization, especially when they can produce the service themselves. This is less relevant in services like mammography, where self-service is not feasible. The paper highlights the importance of customer education, realistic expectations, and effective communication in enhancing customer participation and satisfaction. It also discusses the implications for management and research, emphasizing the need for frameworks to understand and manage customer participation across different service contexts. The study of Weight Watchers and mammography illustrates how customer participation affects service outcomes and satisfaction, with empirical evidence supporting the role of customers in service delivery. The findings suggest that customer involvement is crucial for service quality and that organizations should focus on facilitating customer participation to enhance productivity and satisfaction.