Michel et al. define a discontinuous innovation as one that significantly changes how customers co-create value and affects market size, prices, or shares. However, the definition is flawed because value-in-use and value-in-exchange are difficult to define and measure. The authors also claim that customers play three roles in value creation - as users, buyers, and payers - but these roles are too rigid and don't fully capture how value is created. While the authors say firms change value creation through embedding resources, changing integrators, and reconfiguring networks, many of these claims restate principles of service-dominant logic without providing new insights.