When Anders Mattsson began developing Fabricomp’s collaboration strategy, he drew on insights from his studies at Western. Academic research in B2B markets highlights that technological advancement is often a result of interaction and collaboration between various actors. In particular, relationships between sellers and buyers frequently serve as a hub for joint R\&D activities.

However, inter-organizational collaboration in innovation is complex and highly context-dependent. The intensity, structure, and outcomes of such interactions can vary greatly. Some partnerships involve close, long-term co-development, while others are more limited in scope and duration but still yield valuable outcomes. The distribution of roles, responsibilities, and resources can differ significantly, as can the level of communication and degree of formal or legal structuring. Collaborations might be one-on-one or involve multiple partners, each with distinct roles. The type of interaction most beneficial to a firm depends on both external market dynamics and internal strategic goals.

For a company developing a new product, involving customers—whether existing or new—is often essential. One major benefit is gaining a deeper understanding of customer needs, which is critical whether the goal is customization or standardization. This level of insight is typically difficult to achieve without a collaborative relationship that allows for open, two-way communication. Likewise, customers benefit by gaining a clearer picture of the supplier’s capabilities.

Another advantage of customer collaboration is the opportunity to share and combine both tangible and intangible resources through joint development efforts. It is common for customers to test new technologies—ranging from concepts and prototypes to near-final products or applications—in real-world settings. In some cases, ‘lead users’ can play a crucial role. These customers are often ahead of the market and actively develop their own solutions before they become commercially available. Engaging with lead users can accelerate product development and reduce costs.
Additionally, collaborating with customers can result in early sales, foster loyalty, generate valuable references, and provide legitimacy—factors that are particularly important when seeking funding or attracting new partners. In many instances, customer collaboration is not just beneficial but essential for successful commercialization.

Timing is also critical. Involving customers early—during the need-identification and product-specification stages—can significantly enhance product relevance. While detailed design work may often be done internally, testing and final adjustments typically require customer input. For highly customized products, close collaboration throughout the entire development process may be necessary. Furthermore, deciding which application areas to target and when depends on market characteristics and the firm’s internal needs.

There are many ways to engage with customers, such as needs-mapping techniques, surveys, workshops, and user testing. The nature of the collaborative relationship—its communication style, resource-sharing structure, and timeframe—should be tailored to the specific context. Selecting the right partner is also crucial and depends on what the firm aims to achieve and which partners are available. While it is often logical to work directly with buyers, end users or other suppliers in the customer’s ecosystem might be more relevant for product development. Lead users are especially valuable in early stages, while more typical customers may be better suited for later-stage validation. Importantly, these relationships must be mutual—both sides must see value in the partnership.

Anders had also learned that the joint development of radically new products often occurs between firms located in the same country. For smaller or younger companies, collaborating domestically is typically more feasible and less resource-intensive due to closer geographical, cultural, and linguistic ties. Domestic partnerships can be especially important in early stages. However, in a small market like Sweden, companies often need to enter international markets early, particularly in niche industries. Many Swedish high-tech start-ups have done this successfully, becoming ‘born globals.’ The limited size of the local market also means that finding the right partners domestically is not always possible—sometimes, international collaboration is the only option.

Anders recognized that these lessons were highly relevant for Fabricomp. He understood the need to identify appropriate collaboration partners, define the purpose and timing of these partnerships, and determine the most effective types of relationships to support Fabricomp’s innovation and market strategy.