Innovationsumgebungen außerhalb des Unternehmens – der Lead-User-Ansatz am Beispiel der Medizintechnikindustrie

2018 ◽  
pp. 37-56
Author(s):  
Philipp Plugmann
Keyword(s):  
Lead User

Wer nutzt Social TV?

2013 ◽  
Vol 10 (4) ◽  
pp. 48-57 ◽  
Author(s):  
Christopher Buschow ◽  
Beate Schneider ◽  
Kira Drabner ◽  
Alena Bauer ◽  
Lisa Carstensen
Keyword(s):  
Lead User ◽  
Social Tv

Social TV ist kein Phänomen, das von kapitalstarken Organisationen in Innovationsprozessen strategisch entwickelt wurde. Es entstand vielmehr in der Alltagspraxis von Nutzern, die neue Möglichkeitsräume in digitalen Medien erschlossen haben. Der Beitrag stellt Ergebnisse einer Befragung dieser Lead User vor und gibt Auskunft über ihre Nutzungsgewohnheiten, ihre technologische Ausstattung, genutzte Plattformen und Genrepräferenzen. Vergleichend werden Ergebnisse einer Untersuchung von Nichtnutzern herangezogen. Auf Basis der empirischen Erkenntnisse können Handlungsoptionen für die Marktteilnehmer, insbesondere für Fernsehunternehmen, abgeleitet werden.

Lead user innovation and entrepreneurship: Analyzing the current state of research

2021 ◽  
pp. 1-18
Author(s):  
Octavio Escobar ◽  
Francesco Schiavone ◽  
Tatiana Khvatova ◽  
Adnane Maalaoui
Keyword(s):  
User Innovation ◽  
Lead User ◽  
Current State ◽  
State Of Research ◽  
Innovation And Entrepreneurship

scholarly journals Exploring Strategies for Capturing Customer's Tacit Knowledge in Customer Integration Methods

2016 ◽  
Vol 12 (2) ◽  
pp. 1-19 ◽  
Author(s):  
Ulrich Bretschneider ◽  
Shkodran Zogaj
Keyword(s):  
Tacit Knowledge ◽  
New Product Development ◽  
New Product ◽  
Product Knowledge ◽  
Integration Methods ◽  
Customer Integration ◽  
Transfer Processes ◽  
Lead User ◽  
Tacit Knowledge Transfer ◽  
Key Resources

In many instances, customers are seen as one of the key resources for new product development (NPD), as they often have deep product knowledge, either in the form of explcit or tacit knowledge. Firms' NPD departments are highly interested in internalizing these forms of customer knowledge with the help of customer integration methods, such as Ideas Competitions, Lead-User-Workshops etc. However, research analyzing how these methods enable transfer of customer's tacit knowledge – which can hardly be expressed – has been neglected. Thus, scholars are constantly calling for research that focuses on understanding the tacit knowledge transfer processes by means of customer integration methods. This research identifies a total of 15 methods with the help of a systematic literature review. By then systematically analyzing these methods, authors found that six of these methods make use of two major strategies to internalise customer's tacit knowledge: Story Telling-Strategy and Observing Customer Activities-Strategy. The rest of these methods do not allow for capturing customer's tacit knowledge at all. Based on these insights, authors derived valuable implications for NPD practice on how each of these methods can leverage tacit knowledge from customers more efficiently.

scholarly journals Virtual lead user communities: Drivers of knowledge creation for innovation

2012 ◽  
Vol 41 (1) ◽  
pp. 167-177 ◽  
Author(s):  
Dominik Mahr ◽  
Annouk Lievens
Keyword(s):  
Knowledge Creation ◽  
Lead User ◽  
User Communities

Performance Assessment of the Lead User Idea-Generation Process for New Product Development

2002 ◽  
Vol 48 (8) ◽  
pp. 1042-1059 ◽  
Author(s):  
Gary L. Lilien ◽  
Pamela D. Morrison ◽  
Kathleen Searls ◽  
Mary Sonnack ◽  
Eric von Hippel
Keyword(s):  
New Product Development ◽  
Idea Generation ◽  
New Product ◽  
Major Product ◽  
Product Line ◽  
Direct Result ◽  
Target Market ◽  
Generation Process ◽  
The Past ◽  
Lead User

Traditional idea generation techniques based on customer input usually collect information on new product needs from a random or typical set of customers. The “lead user process” takes a different approach. It collects information about both needs and solutions from users at the leading edges of the target market, as well as from users in other markets that face similar problems in a more extreme form. This paper reports on a natural experiment conducted within the 3M Company on the effect of the lead user (LU) idea-generation process relative to more traditional methods. 3M is known for its innovation capabilities— and we find that the LU process appears to improve upon those capabilities. Annual sales of LU product ideas generated by the average LU project at 3M are conservatively projected to be $146 million after five years—more than eight times higher than forecast sales for the average contemporaneously conducted “traditional” project. Each funded LU project is projected to create a new major product line for a 3M division. As a direct result, divisions funding LU project ideas are projecting their highest rate of major product line generation in the past 50 years.

Analysis of Automatic Online Lead User Identification

2013 ◽  
pp. 505-514 ◽  
Author(s):  
Sanjin Pajo ◽  
Paul-Armand Verhaegen ◽  
Dennis Vandevenne ◽  
Joost R. Duflou
Keyword(s):  
User Identification ◽  
Lead User
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