Purpose The purpose of this paper is to challenge the widespread use of generational segmentation in services marketing and argues for a shift toward an extended lifespan developmental perspective. It highlights how generational thinking can disregard consumer diversity and hinder inclusive service innovation. Design/methodology/approach This viewpoint synthesized research from marketing and psychology to critically examine the assumptions and limitations of generational segmentation. An extended lifespan–informed approach that focuses on developmental transitions, capabilities and lived experience rather than generational cohorts is proposed. Findings Three core criticisms of generational segmentation are outlined: a weak theoretical foundation, empirical inconsistency and the risk of misleading practical implications. The authors argue that an extended lifespan perspective enables a more nuanced, inclusive and adaptive service design. This paper provides a practical framework, research agenda and implications for service managers. Originality/value This paper reconceptualizes segmentation as a developmental and contextual process rather than a static cohort classification. It calls on service researchers and managers to rethink how they categorize customers and to consider the social and economic benefits of more inclusive and adaptive service innovation.
