Top PDF Customer Knowledge Co-creation Process in New Product Development

Customer Knowledge Co-creation Process in New Product Development

Customer Knowledge Co-creation Process in New Product Development

While the customer expresses what they know and their preferences, the salesperson begins to create a mental map of user needs. Based on customer needs, the salesperson will begin to identify the pieces of knowledge that can help the costumer in their particular situation. To help a customer make a decision, the salesperson sorts knowledge relevant to that particular individual regarding product characteristics, functional attributes, information about common problems, substitute products, maintenance information, quality records, competitive products, and options. The knowledge identified by the salesperson should be articulated and presented to the customer not necessarily as pressure for a sale but as a genuine effort to assist in the decision-making process. The customer in turn feels more comfortable making a decision that satisfies their needs and returns to the store to satisfy future needs. The determining factors, in this sorting mechanism, are the customer's knowledge of the product and firm, the amount of information the customer needs, the type of information appropriate to meet the customer's needs, and the time available for the interaction. Once the factors have been initially determined, the salesperson presents the pieces of knowledge he has identified to the customer. This facilitates the process of creating long-term partnership with the customer [20].
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Business process in supply chain integration in sugar and ethanol industry

Business process in supply chain integration in sugar and ethanol industry

In the short-term, product development and commercialization process will assume an even more important role in the success of companies in the alcohol sector. The sugarcane alcohol on the market today, has already been impacted over the competition on price, quality, and sustainability in relation to social and environmental questions. It is therefore necessary that the business sector, research and development centers and suppliers of production technology, invest in product development activity, improving existing products and creating new products, such as the alcohol of high purity for specific applications, the co-generation of power from the primary product marc, among others. Commercialization also deserves more attention, since the increase in international export agreements, negotiations and delivery directly to the customer tend to grow rapidly.
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Brand Management in SMEs: A New Customer Brand Engagement Framework. The case of Beauti Portugal

Brand Management in SMEs: A New Customer Brand Engagement Framework. The case of Beauti Portugal

Nowadays, effective brand management is regarded as a valuable source of competitive advantage. Brand researchers and practitioners acknowledge that brands have the power to create emotional relationships between customers and enterprises, as well as, play a crucial role in business customer’s decisions. Moreover, it is known that brands can sometimes reflect the strategic vision of a firm. The aim of this project is to capture the creation of an identity for a new brand and to create a framework for better manage customer brand engagement in social media. It is the first study, to the best of this author’s knowledge, to create a framework which allows managers better handling their social media strategy regarding engagement. This study offers suggestions for managers seeking to enhance brand engagement through social media, embracing all channels and suggesting practices for effective social media management. The object of study on this dissertation is Beauti Portugal. Beauti is a Small-Medium Enterprise (SME) technologic software product provider that is currently in the first steps of building its own brand. Additionally, it presents also some theoretical implications. This study contributes to the lack of studies regarding brand management in SMEs, found by Krake (2005), Wong and Merrilees (2005) and Merrilees (2007), and more particularly, it addresses Ojasalo’s et al. (2008) gap regarding the few literature research about brand management in software SMEs. Moreover, it provides some understanding of customer brand engagement evidenced through social media, which, according to Wallace et al., (2014) continues to present challenges.
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Can product co-creation with consumers help organizations deliver and promote sustainability?

Can product co-creation with consumers help organizations deliver and promote sustainability?

Furthermore, the multiple regression analysis conducted for the second hypothesis fails to explain the relationship between customer involvement in co-creation for sustainable products and customer loyalty towards sustainable brands. According to the results, the direct effect of co-creation participation on customer loyalty was found not significant, contradicting Yang, Chen and Chien (2014). A possible explanation might be the time and energy deployed in the process and possible mental exertion resultant from the engagement in complex co- creation activities and constant consumers’ creativity (Dellaert & Stremersch, 2005; von Hippel, 2001; Franke & Schreier, 2010). Choice Task Complexity Theory (Bettman et al., 1990; Johnson & Payne, 1985) posits that a higher number of cognitive steps necessary for consumer decision and a complex co-creation activity is often associated with a high process effort which, in turn, might lead to lower value attributed to the brand, likelihood of engaging on another similar experience of co-creation and lower likelihood of buying a similar product (Bosmans, 2006; Pham, 1998; Schreier, Fuchs & Dahl, 2015).
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Knowledge creation in small-firm network

Knowledge creation in small-firm network

An effective process of knowledge creation, supported by the different types of ba, allows the emergence of essential knowledge assets for the creation of value and competitive differential for firms. In the AGIVEST, it was possible to find the emergence of knowledge assets that are certainly providing competitive advantages compared to the SF that work alone. According to the results of the research, the firms working as a network received new production concepts and know-how, new product designs, better understanding of the scenario of networking, patent and trademark registry, product specifications, knowledge of suppliers and representatives, knowledge of new technologies and raw materials. The intangible assets, resulting from the firm learning, are already contributing towards the improvement of production processes and the launching of new products by the firms within the AGIVEST. According to the results of the research, we observed that the social interaction provided by the network configuration had a positive influence on the dynamic of knowledge creation within the SFN. The existence of formal and informal situations so that the businessmen can share abilities, experiences, emotions and know-how, by means of face-to-face communication, promoted an environment of intense sharing of tacit knowledge in the AGIVEST, which is an essential resource for the sustainability of competitive advantages over the long term.
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Extended Model of Managing Risk in New Product Development Projects

Extended Model of Managing Risk in New Product Development Projects

The risk management process blends itself to product design and de- velopment, as changes and interactions in the design stage cost less than changes initiated in the implementation phase (Salamone ; Jo, Para- saei, and Sullivan ). Ammar, Kayis, and Sataporn () also say that early discovery of risk events leading to downstream losses is much more preferable than treating losses when they cannot be prevented. Thus the most crucial effect on the project and product success on the market can cause changes in the latest stages of the  process as well as corrective actions if and when the project objectives in  are not achieved, or if customer-related expectations about the product which has been develo- ped are not fulfilled. The research is primarily focused on the analysis of the design risks which affect design-related uncertainties of the product and causes of prolonged time-to-market of the project/product.
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R&D investment in new product development within the technology sector

R&D investment in new product development within the technology sector

The life cycle refers to the period from the product’s first launch into the market until its final withdrawal and it is split in phases (Komninos, 2001). The fast technology development and the global competitiveness have decreased the product life cycle. This unbroken change is forcing companies to a continuous innovation by investing in R&D. Consequently, knowledge has become an important aspect in companies strategic management. Several authors state that product life cycle is getting shorter over time. I can’t document it, but every industry we look at seems to be undergoing shorter life cycles (Fraker, 1984), marketing consultants say product life cycles are shortening every year (Alsop, 1986). Most technology companies are experiencing highly volatile markets with increasingly shortening product life cycle due the rapid technological innovation and market competition (Aytac and Wu, 2013). The product life cycle decreasing, in the technology industry, is perceived by several authors such as Steffens (1994) NS Verity (1992). By noticing the life cycle decreases, companies had to develop and implement new strategies in order to accelerate the innovation and NPD process, consequently to became more competitive. Shrinking product life cycle brings critical changes in industries such as “increase in the percentage of revenues that should be spent on R&D and new product development” (Pierz,1995). To summarize, the fast creation of new products to replace older ones is shrinking products’ life cycle. In industries where high competitive awareness is a critical factor to survive, the NPD process has a crucial importance in companies’ success and therefore it is crucial to invest in R&D.
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A study on new market development using a hybrid of QFD and ANP

A study on new market development using a hybrid of QFD and ANP

This paper presents an empirical investigation on new product development (NPD) using a hybrid of quality function deployment (QFD) and analytical network process (ANP). The study is accomplished in one of the biggest auto producers in Iran named Saipa. The study examines whether or not NDP influences positively on critical success factors (CSF) and knowledge management (KM). The study also examines whether KM influences on success of NPD. Using some statistical tests, the study confirms that NDP influences on CSF and KM and there is a positive and meaningful relationship between KM and success of NPD. In addition, the study has prioritized various factors for development of new product development and determined that “technology application consistent with customer’s needs” as well as “Having various meetings with different departments” are the most important factors for the success of new product development.
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Use of the lean model at Pro Sky

Use of the lean model at Pro Sky

A disadvantage of the lean startup model might be that by presenting the minimum viable product, and thus an unfinished product, this might harm the reputation of Pro Sky. This is especially so, since it is a rule of thumb that the first impression to customers matters a lot and therefore if e.g. customers would be disappointed, it would take a high amount of time and effort to repair the relationship and restore the brand image. Especially for Pro Sky, reputation is essential since the customer base of the company mainly grows by referrals from content customers in the aviation sector, in which many informal relations consist and news spread quickly. Therefore, there is some resistance of the Brazilian CEO to e.g. conduct the customer development process with the service linked to Pro Sky. As a solution for this problem, during the customer development process where the first hypotheses were tested, the researcher only asked for answers to questions about problems and did not mention the solution in the form of a new service offered by Pro Sky. Thus, customer insights could be won without damaging the reputation of the Pro Sky brand. Another way to do so, would be establishing a brand that is yet not linked to Pro Sky and will only at a later stage, if the service is performing well, showing as well Pro Sky as the mother brand (A. Truger, personal communication, June 20, 2014 and C. Dal Bello, personal communication, June 20, 2014).
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INTELLIGENT PRODUCT BASED ON  MOBILE AGENT TO ACCELERATE THE NEW PRODUCT DEVELOPMENT PROCESS

INTELLIGENT PRODUCT BASED ON MOBILE AGENT TO ACCELERATE THE NEW PRODUCT DEVELOPMENT PROCESS

In others terms, CIMdata develops the concept of PLM as knowledge management by gather, storage, processing and usage of product associated knowledge during the life of a product. there many research in the rationale PLM strategies for more and more ability to make better end-of-life decisions and improve detection of deficiencies or failures in the design or manufacturing process (Stark, 2011; Parlikad and McFarlane, 2004), they identified the need to develop a comprehensive platform capable of closing the product information lops from manufacture to its eventual end. Other important definition of the PLM given by (Saaksvuori and Immonen, 2008) that consider PLM system a collaborative backbone allowing people throughout extended enterprises to work together more effectively.
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Risk Management of New Product Development Process

Risk Management of New Product Development Process

Product concept – According to Cooper and Kleinschmidt (1986), the major factor of differentiation on NPD process is the capacity of meeting customer needs. Since the assessment of customer needs are incorporated in this phase, most of the NPD failures can be later associated with this phase (Boer, 1999; Song et al., 2007; Bacon et al., 1994; Ulrich and Eppinger, 2004). Specially during this stage, decisions are often made with inadequate knowledge and information about technologies, resources, capabilities, and inadequate interactions among all NPD involved parties (Song et al., 2007). This stage will integrate tremendous multi-functional competences (Ulrich and Eppinger, 2004) to create, recognize, formulate, and select the market opportunities (O'Connor and Ayers, 2005) in accordance with company´s strategies and capabilities (Boer, 1999). It is establish a set of specifications which measure in detail the customer pretentions to the product (Ulrich and Eppinger, 2004). Usually, this process is performed informally, through discussions among scientists with industrial experience and marketers (Boer, 1999). Before selecting the concept, the ideas are taken into conceptualization through its technology shaping (O'Connor and Ayers, 2005; Boer, 1999; Diedericks and Hoonhout, 2007; Ulrich and Eppinger, 2004) and then it is taken a viable analysis to verify each economic potential, by comparing the strengths and weaknesses of the concepts (Ulrich and Eppinger, 2004). Thereby, the product concept stage is accomplished through marketing and R&D cross-functional integration (Ulrich and Eppinger, 2004; Boer, 1999).
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Applying relationship marketing to enhance nação capoeira’s market performance

Applying relationship marketing to enhance nação capoeira’s market performance

Nação Capoeira successfully makes use of all relationship-marketing tools. The club does a very good job at interacting with its customers. They create value through the mix of a great workout, the big amount of trainings offered and interpersonal relationships. Members are very satisfied with trainings. Emerging complaints can be directed at trainers but are often discussed among members instead. Loyalty comes mainly from good relationships among members but also through the intrinsic belt system and the small amount of existing capoeira clubs. Nação Capoeira’s most valuable customers are members who have a steady income and participate in most trainings and seminars. Children make up the club’s most growable section. Trainings are split into age and experience groups, apart from this personalization only occurs under special circumstances.
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Preliminary Design of a LSA Aircraft Using Wind Tunnel Tests

Preliminary Design of a LSA Aircraft Using Wind Tunnel Tests

Abstract: This paper presents preliminary results concerning the design and aerodynamic calculations of a light sport aircraft (LSA). These were performed for a new lightweight, low cost, low fuel consumption and long-range aircraft. The design process was based on specific software tools as Advanced Aircraft Analysis (AAA), XFlr 5 aerodynamic and dynamic stability analysis, and Catia design, according to CS-LSA requirements. The calculations were accomplished by a series of tests performed in the wind tunnel in order to assess experimentally the aerodynamic characteristics of the airplane.
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Investigating different factors for regional market entrance

Investigating different factors for regional market entrance

This paper presents an empirical investigation to study the effects of different factors for regional market entrance. The population of this survey includes all producers who are involved in export of industrial goods in city of Tehran, Iran. The study designs a questionnaire in Likert scale and distributes it among some randomly selected experts who were involved in production and export of different products. Cronbach alpha was calculated as 0.856, which is well above the minimum acceptable level. Using principal component analysis, the study has detected seven factors including product development, government support, strategic orientation, customer satisfaction, competitive pressure, organizational capabilities and distribution strategies influencing on product development. In addition, the implementation of structural equation modeling has determined that product development, government support, strategic orientation and competitive pressure maintained the highest effects on product development.
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Value co-creation in sharing systems: Airbnb guests' participation in value co-creation practices

Value co-creation in sharing systems: Airbnb guests' participation in value co-creation practices

Further one, this perspective recognizes that the users are exposed to the risk of “value co-destruction”. Gronroos and Voima, (2013) frame it as a part of the value co-creation process where the provider’s engagement with the consumer’s interaction on value creation may have a negative effect. This can be the result of mismanagement or an unwanted approach to the customer. It can have a significant or, insignificant impact on value determination. Laamanen and Skalén (2015) call for researchers to implement the conflictual perspective in their future studies, as it contributes to a more holistic perspective on value co-creation theory. In the context of research, such negative consequences include the feeling of social anxiety caused by interacting with a stranger, diminish security and guarantees in what it comes to resources available in the house. Also, the guest is also able to destroy or damage resources, causing a liability to the host.
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APPLICABILITY OF ACTIVITY BASED COSTING IN NEW PRODUCT DEVELOPMENT PROCESSES

APPLICABILITY OF ACTIVITY BASED COSTING IN NEW PRODUCT DEVELOPMENT PROCESSES

The last de ades of XX e tu a e ha a te ized a la ge de elop e t of e te h ologies, as ell as auto a- io a d o putaio of p odu io p o esses. At the sa e i e ualit a d di e sit of p odu t ha e gai ed o e ate io of e gi ee s as p odu io p o ess ega o e usto e a d a ket-o ie ted. These ha a te isi s ha e o side a le i lue ed the st u tu e of osts i u ed p odu io o pa ies. I espo se to the ha ges, at the e d of the eighies of XX e tu , t o A e i a a ou i g s ie ists i t odu ed the o ept of A i it Based Co ept ABC . It is a ethod hi h a ou i g a age s ate pt to ide if the dis ete osts asso iated ith a p odu t, se i e o a p o ess [ ]. As assig i g osts to p od- u ts is ased o the esou es the o su e, the ABC is a alte ai e to t adiio al a ou i g i hi h i di e t osts a e ost ote allo ated i p opo io to a a i it ’s di e t osts o i p opo io to the olu e of output [ ]. T adi- io al app oa h is ot saisfa to e ause it is possi le that t o dife e t p odu t e ist that o su e the sa e a ou t of di e t osts hile u e e a ou t of i di e t
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Creative Teaching of New Product Development to Operations Managers

Creative Teaching of New Product Development to Operations Managers

26 out of 28 students answered a survey to evaluate the DNP course at the end of the term, before course grades being issued. The students’ scores for the contents and structure of the course were, as follows: 4.3, regarding professional usefulness; 4.4, regarding course adequateness to the MMST program, and 4.4, regarding the level of new knowledge acquisition obtained along the semester (in a scale from 1 to 5). They also rated the course intensity as 2.2 out of 3 (excessive) and found the balance between practice and theory just perfect 2.0 out of 3 (too much practice). As regards work materials, the students rated the program, books and supporting texts with 4.2 and the coverage rate with 4.3. Students found the course somehow demanding as concerns work effort, since the adequateness of the number of work hours related to the ECTS scored 3.2, the number of contact hours adequateness, 4.1 and the number of autonomous work hours 3.1, being all figures out of 5. Finally, the students were happy with their own performance, considering that they regularly went to the lectures (4.5), they participated in class discussions (3.7) and autonomously looked for bibliography (4.0), all the figures out of 5. Finally, students were very happy with the lecturer, since his pedagogic ability scored 4.5, his relationship with themselves, 4.8, and his punctuality, 4.7, all of them out of 5.
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How can fintech serve the unbanked in Sub-Saharan Africa?

How can fintech serve the unbanked in Sub-Saharan Africa?

• Partnerships reduce costs for both fintechs and banks, allowing an easier data fetching and to meet customer preferences • Product creation and implementation can improve if both compa[r]

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BUSINESS PROCESS IMPROVEMENT BY APPLYING BENCHMARKING BASED MODEL

BUSINESS PROCESS IMPROVEMENT BY APPLYING BENCHMARKING BASED MODEL

whole. All indicat ions are that neither the region nor the world has been pursued and imple mented in this analysis, which is given as a result of the most critical a reas that should be done to improve performance of business processes, based on the analysis of literature sources, and preliminary studies on the topic that we have covered. The data used in this paper are unique. It is obtained on real indicators from organizat ions that operate in real-world conditions. Therefore the results are values significantly and re flect the real situation of our organization. Data to be analyzed are the property of the organization and external assessment bodies of business exce llence, and as such are presented in an encrypted (protected) form with a statement of adherence to the principle of absolute discretion. The methodology is general and the results can be applied to simila r areas of business conditions outside Montenegro. Thus defined approach is reflected in the fact that data relating to certified organizat ions in Montenegro and organizations in the region - the winners of awards for business e xcellence. Concerning the work we do only research organization certified by a series of international standards ISO 9000, and how these standards are general, and the results are to be understood as applicable to similar general business conditions. At the second level of data the author has chosen the Business Excellence Model for Oscar quality, and for reasons of availability. This model is almost identical to the European model of business excellence awa rds, so in that sense we can speak of the generality of the data and results and conclusions.
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J. Aerosp. Technol. Manag.  vol.3 número3

J. Aerosp. Technol. Manag. vol.3 número3

The Brazilian aeronautical industry today enjoys a respectable reputation and is one of the all-time success stories of the country. If we take into account the number of airplane manufacturers that disappeared in the last 40 years – either in mergers/acquisitions or simply that have gone bankrupt –, it is amazing to see a Brazilian company as one of the largest in this industry, increasing its relative importance year after year. There are only a few technologically advanced sectors in Brazil that are considered as world-class, and the aeronautical industry is certainly one of them.
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