The chapter discusses the roles of customers in creating quality and productivity in service experiences. It highlights that customer participation varies across different service contexts, ranging from low (physical presence required) to high (co-creation of the service product). The authors present two frameworks to aid managerial decision-making and guide research on customer participation. The first framework examines different levels of customer participation, while the second framework outlines three major roles customers play in service delivery: productive resource, contributor to quality and satisfaction, and competitor to the service organization. The chapter then summarizes empirical studies that illustrate the effects of customer participation on satisfaction. For example, in the Weight Watchers program, high levels of customer participation are essential for success, as members actively work to co-create the service product. In the mammography screening context, moderate levels of patient participation are necessary for accurate X-rays, and patients' efforts improve the organization's service delivery productivity. The implications and conclusions emphasize the importance of customer education, effective expectation setting, and other strategies to facilitate customer participation. Researchers can use these frameworks to explore questions related to different levels of participation and customer roles, contributing to a deeper understanding of customer participation in service delivery.The chapter discusses the roles of customers in creating quality and productivity in service experiences. It highlights that customer participation varies across different service contexts, ranging from low (physical presence required) to high (co-creation of the service product). The authors present two frameworks to aid managerial decision-making and guide research on customer participation. The first framework examines different levels of customer participation, while the second framework outlines three major roles customers play in service delivery: productive resource, contributor to quality and satisfaction, and competitor to the service organization. The chapter then summarizes empirical studies that illustrate the effects of customer participation on satisfaction. For example, in the Weight Watchers program, high levels of customer participation are essential for success, as members actively work to co-create the service product. In the mammography screening context, moderate levels of patient participation are necessary for accurate X-rays, and patients' efforts improve the organization's service delivery productivity. The implications and conclusions emphasize the importance of customer education, effective expectation setting, and other strategies to facilitate customer participation. Researchers can use these frameworks to explore questions related to different levels of participation and customer roles, contributing to a deeper understanding of customer participation in service delivery.