دانلود رایگان مقاله لاتین نوآوری مربوط به مشتری از سایت الزویر
عنوان فارسی مقاله:
نوآوری مربوط به مشتری در قرن 21
عنوان انگلیسی مقاله:
Customer related innovations in the 21st century
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بخشی از مقاله انگلیسی:
Efficiency enhancement — so as to essentially be able to continue to stay in business. We see many examples here. Some might be retailers such as Wal-Mart, with its new store layout. Others might be firms such as Tesco, with its new home delivery concept. A third group might be retail groups like Migros, with its new Migrolino concept of stores integrated with gasoline stations. — Incremental improvement — so as to essentially improve on the performances of one’s product and/or service, to make it more attractive. The automotive sector comes to mind. The Volkswagen group, for instance is ‘‘cascading’’ its technical incremental improvements, typically stemming from R&D, first from its Audi brand, then to its VW brand, then to its Skoda brand, and finally to its SEAT brand. The push-button ignition system, no longer requiring an ignition key is one example — initially introduced at Audi, and not yet diffused to SEAT. — Disruptive innovations: — which are truly earth-shaking, in the sense that these would represent fundamental parameter shifts on ‘‘game changers’’ for a given business. The classical example here, of course, is Apple. Not only did they come up with a disruptive innovation when it comes to the design of iconic new products such as the Macintosh, the I-pad and the I-phone, but it has also come up with disruptive innovations when it comes to distribution — cult-creation, in marketing to early adopters, for instance, drawing heavily on social media. Prestige stores for demonstration, and ‘‘to be seen’’ are also key We found that such fundamental disruptive innovations could be rarely observed among the companies we considered. Rather, the primary emphasis seemed to be on carrying out incremental innovations, each one typically relatively small in their own rights. Whatseemed key isthatthese typically were introduced on a rapid pace. The task of pulling off innovations tended to be the responsibility ofthe line — and notso much by central R&D laboratories — and with a clearfocus on coming up with noveltiesthatthe key customers would appreciate and be willing to pay for. Innovationsthat mightfall into this category would be new generations of branded products (fashion, colors), further technological niceties (speed, capacity, features) etc. These would typically tend to satisfy the relatively young customer — prestige and quality is key! We found one example of what might be seen as a disruptive innovation, coming about as the sum of several incremental innovations, namely the so-called SAVER container ship. Several incremental innovations had to do with enhanced performances for hull, underwater coating, rudder and propeller. Others covered improved machinery efficiency and better fuel systems. Still others had to do with reducing environmental pollution through improved waste energy recovery, ballast water treatment plant, better garbage compactors and tin-free anti-fouling paints. It all came together through a better overall ship design. This also encompassed further hull form optimization and innovations regarding trim and draught optimization. So, in sum, there were several dozen incremental innovations, which, when being put together into one vessels concept for a nextgeneration container ship, the SAVER, might be considered one disruptive innovation! The customer was indeed behind this these innovations — in this case the container liner operators who were searching for container ships with significantly higher performance, both when it came to fuel efficiency, cargo-holding capabilities, and improved environmental pollution features. Seaspan, a large ship-owning company, developed the SAVER design, for a relatively large high performing container ship (10,000 TEU capacity), which it offered major container liner companies on long-term leases. Most of the various incremental innovations that came together in Seaspan’s revolutionary design — aggregating to one disruptive innovation — were clearly more or less available — it was the ‘‘putting together’’ of all of these by Seaspan that thus created the disruptive innovation. In general, the ability to put together several smaller, at first relatively unrelated innovations into fewer, larger ones seems key — often these latter may then be seen as examples of ‘‘disruptive’’ innovations. We also saw how various specific stakeholder forces might attempt at slowing down the introductions of disruptive innovations — in the case of the SAVER example by at least three such stakeholder groups: — Shipyards, which were typically making their financial returns through building relatively long series of ships, of relatively standardize design. Innovations were not on their agendas! This could only be done, however, as long as there would be a relatively strong backlog of new orders for ships. When this backlog shrank, the yards would typically be much more willing to discuss innovative designs, such as SAVER. — The liner companies. e.g. China shipping, Cosco, Evergreen, MSI, Yan Min, and others, just to name some container liner names that have adopted SAVER. These would already own or have taken in on charters more conventional fleets of ships, i.e. with more conventional performance characteristics. With the emergence of the disruptive SAVER innovation, they would have no choice but to adapt to SAVER, so as, to stay competitive. The old fleet, however, would have to be sold or chartered out at relatively unfavorable prices. Several container lines thus resisted the SAVER innovation and especially that this was forced onto them! — The banks. Similar to what was the case for container lines, the ship values of the old fleet would typically fall dramatically — economic lifetime would become signifi- cantly shorter than technical lifetime! This was resisted by several banks, which would face potentially significant reduction in ship value as a result.
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کلمات کلیدی:
Best Practices and Conceptual Innovations in Information Resources ... https://books.google.com/books?isbn=1605661295 Khosrow-Pour, Mehdi - 2008 - Business & Economics Therefore, this work hypothesizes that the diffusion of customer-related IT ... Indeed, according to Hunter (2003), larger firms tend to purchase innovative ... Customer-Focused Innovation | Stanford Graduate School of Business https://www.gsb.stanford.edu/exec-ed/programs/customer-focused-innovation participants in the Customer-Focused Innovation program ... At Stanford, we teach innovation as a mindset, not a project. ... Explore Related Programs. 8 Fresh Customer Service Ideas Worth Stealing - Kissmetrics Blog https://blog.kissmetrics.com/customer-service-worth-stealing/ If you want to make your customers happy, there are tactics you can use, from handwritten notes to custom-made YouTube videos. Here are some ideas you can ... Searches related to Customer related innovations customer innovation definition turn customer input into innovation pdf the customer-centered innovation map pdf customer input definition what is customer input turn customer input into innovation summary anthony w. ulwick lead user research was pioneered by
