Offensive Approach: New Product and Service Development

2004 ◽  
pp. 269-299
Keyword(s):  
New Product ◽  
Service Development

scholarly journals Designing for the satisfaction of high-level needs

2014 ◽  
Vol 26 (6) ◽  
pp. 639-649 ◽  
Author(s):  
Petter Stenmark ◽  
Johan Lilja
Keyword(s):  
Customer Satisfaction ◽  
Design Methodology ◽  
Service Innovation ◽  
New Product ◽  
Service Development ◽  
Content Type ◽  
The Creation ◽  
High Level ◽  
Satisfaction Surveys

Purpose – The purpose of this paper is to introduce a methodology that can support the process of understanding and designing for the satisfaction of high-level needs in practice. The satisfaction of high-level needs has seldom been in focus when it comes to customer satisfaction surveys or the process of new product or service development. However, needs do occur on various levels, and the satisfaction of high-level needs actually appears to have the greatest potential for the creation of loyalty among customers and customer satisfaction. The satisfaction of high-level needs has furthermore been pointed out as a strategy for the creation of attractive quality. Design/methodology/approach – The paper is based on literature studies and the application of the Ideation Need Mapping (INM) methodology in a specific case. Findings – The paper presents the INM methodology that could be used for guiding product and service innovation in practice. More specifically, the methodology supports the process of understanding and designing for the satisfaction of high-level needs. Originality/value – This paper aims to contribute to envisioning and demonstrating how the understanding of, and design for, satisfaction of high-level needs can be done in practice.

Managing Risk in a New Telecommunications Service Development Process through a Scenario Planning Approach

2002 ◽  
Vol 17 (3) ◽  
pp. 103-118 ◽  
Author(s):  
Jae-Hyeon Ahn ◽  
Ann Skudlark
Keyword(s):  
Development Process ◽  
New Product ◽  
Scenario Planning ◽  
Computer Interface ◽  
Service Development ◽  
Business Managers ◽  
Planning Approach ◽  
Managing Risk ◽  
New Strategies ◽  
Gaining Insight

Managing risk in a new product and service development process is one of the major challenges for many business managers. A scenario planning approach was incorporated into a new telecommunications service development process in order to understand the uncertainties shaping the future economic, business and technological environments. Understanding the major drivers for uncertainties helped in gaining insight and thereby generated new strategies for reducing risks and taking advantage of opportunities from uncertainty. In order to demonstrate the process and value of the approach, it was applied to a new telecommunications service concept, the Phoneweb service, which allows Internet access through telephones rather than a computer interface.

scholarly journals New Product Development, Implementing Agility through innovation and technology

2018 ◽  
Author(s):  
Wallace Whistance-Smith ◽  
Mohamed Salama
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Operations Management ◽  
Management Practice ◽  
New Product ◽  
Service Development ◽  
Efficient Production ◽  
Goods And Services ◽  
Innovation And Technology ◽  
Main Components

New product development is an integral part of the project management practice. However, product design and process design have been, historically, two of the main components of the operations management theory. Operations management is the task of creating value in the form of goods and services by transforming inputs into outputs. More specifically, the techniques to create value are universal in scope and can be applied to any form of enterprise whether service-oriented or manufacturing-based. It is this operations transformation model that creates the possibility for enterprise success. The efficient production of goods and services requires an effective application of the transformative process, and it is in this transformation that value is created. Value supports the possibility for enterprise viability, and without such, there is little opportunity for sustained financial feasibility – this is particularly so in the ever-increasing competitive landscape of today’s worldwide economic system. This chapter discusses the fundamentals of product and service development, in the context of sustainable competitive advantage, in the era of digital transformation.

scholarly journals Shifting Innovation to Users via Toolkits

2002 ◽  
Vol 48 (7) ◽  
pp. 821-833 ◽  
Author(s):  
Eric von Hippel ◽  
Ralph Katz
Keyword(s):  
New Product Development ◽  
Development Process ◽  
Lower Cost ◽  
Traditional Approach ◽  
New Product ◽  
Product Development Process ◽  
Service Development ◽  
User Needs ◽  
User Innovation ◽  
Alternative Approach

In the traditional new product development process, manufacturers first explore user needs and then develop responsive products. Developing an accurate understanding of a user need is not simple or fast or cheap, however. As a result, the traditional approach is coming under increasing strain as user needs change more rapidly, and as firms increasingly seek to serve “markets of one.” Toolkits for user innovation is an emerging alternative approach in which manufacturers actually abandon the attempt to understand user needs in detail in favor of transferring need-related aspects of product and service development to users. Experience in fields where the toolkit approach has been pioneered show custom products being developed much more quickly and at a lower cost. In this paper we explore toolkits for user innovation and explain why and how they work.

WHEN INTRA-FIRM AND INTER-FIRM COLLABORATIONS CO-OCCUR: COMPARING THEIR IMPACT ACROSS NEW SERVICES VERSUS NEW PRODUCT INNOVATIONS

2011 ◽  
Vol 15 (05) ◽  
pp. 869-898 ◽  
Author(s):  
Stephanie C. Schleimer ◽  
Arthur D. Shulman
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Theory And Practice ◽  
Service Development ◽  
Collaborative Environments ◽  
New Service Development ◽  
Collaborative Environment ◽  
Product Innovations ◽  
The Impact

There is evidence that intra-firm collaboration and inter-firm collaboration are important for new service development (NSD) and new product development (NPD) success. However, evidence of the contributions of each to innovative outcomes is inconsistent. This inconsistency is associated with the tendency of studies to examine the impact of intra-firm collaboration or inter-firm collaborations exclusively. However, most firms involved in NSD or NPD engage simultaneously in intra-firm and inter-firm collaborations. Using a multi-dimensional conception of collaboration we advance a deeper understanding of the relative contributions of these attributes in intra-firm versus inter-firm collaborative environments during NSD versus NPD. Analyses of survey data from 134 innovations confirm that collaboration clearly matters for both NSD and NPD success, but its impact differs depending on (a) whether a new product or service was developed, (b) on the collaborative environment (intra-firm or inter-firm), and (c) on the collaborative attributes examined. Implications for advancing innovation theory and practice are provided.

scholarly journals How Designed Communication Supports New Product & Service Development

iBusiness ◽  
2013 ◽  
Vol 05 (03) ◽  
pp. 10-17
Author(s):  
Olaf Gaus ◽  
Bernd Neutschel ◽  
Matthias G. Raith ◽  
Sándor Vajna
Keyword(s):  
New Product ◽  
Service Development ◽  
Communication Supports

scholarly journals Service Innovation and Customers’ Involvement in Service Industry in Kosovo

2014 ◽  
Vol 4 (1) ◽  
pp. 169
Author(s):  
MSc. Vjosa Mullatahiri
Keyword(s):  
Service Industry ◽  
Service Providers ◽  
New Product ◽  
Service Development ◽  
Economic Power ◽  
Technological Changes ◽  
New Service Development ◽  
New Developments ◽  
Development Processes ◽  
The Cost

New developments in the economic arena and rapid technological changes have shifted the economic power from company to customer. As a result, companies changed their approach toward customers’ involvement in new product and/or service development.Usually, innovations are driven by inventions. But not all inventions are successful innovations. Hence, to be successful, inventions should be explored to meet customer needs and demands, and commercialized to make the company profitable (DTI - Occasional Paper No 9, 2007). According to Lowe and Marriott (2006) the innovation is a process of creating and transforming products, services, and organizational processes that are crucial for companies who want to compete in a highly dynamic and competitive market.In this regard, the paper aims to explore the interrelation between market and innovation in services industry, whilst analyzing both customers’ impact in new service development (NSD) and Kosovo’s service providers approach in including customers in service development processes.The findings highlight an increased customer power over the NSD processes as a result of their demand and unwillingness to bear the cost of or experiment with new, untested services. Given these developments service providers have started to change their approach of creating and transforming services, namely by involving customers in the service design and development processes, in order to stimulate interest for using and willingness to pay for new service.

How planned behavior drives employee intentions to pursue new product and service development

2021 ◽  
Vol 2021 (1) ◽  
pp. 13348
Author(s):  
Katarina Ingrid Blomkvist ◽  
Jeanette Veronika Engzell ◽  
Philip Kappen ◽  
Ivo Zander
Keyword(s):  
Planned Behavior ◽  
New Product ◽  
Service Development

DESIGN THINKING AND CREATIVITY AS A MEANS OF PROBLEM SOLVING IN THE FRAMEWORK OF SYSTEM APPROACH

2021 ◽  
Vol 6 (11) ◽  
pp. 148-155
Author(s):  
İlkay TURAN
Keyword(s):  
Problem Solving ◽  
International Organizations ◽  
System Approach ◽  
Design Thinking ◽  
Design Method ◽  
New Product ◽  
Service Development ◽  
Decision Making Process ◽  
New Service Development ◽  
Organization Strategy

Design thinking has been used as a means of problem-solving by many successful international organizations such as General Electric, Proctor & Gamble, Sony, and Philips. Although the importance of design in organizations has been accepted, the contributions of design in innovation is better seen new product and new service development More recently, design thinking has become an important factor in organization strategy (Matthew & Wrigley, 2017: 41). Recent research indicates that companies who use design in their operations, perform better economically in the marketplace (Borja de Mozota, 2006; Moultrie-Livesey, 2009; Dell’Era vd., 2010). In this study, the design process will be examined to solve the problem of who will participate in the decision-making process and how creativity will be derived in systems thinking scope and the effect of the idealized design method proposed by Ackoff in revealing creativity will be set forth. As a result, creativity is the introduction of new and unconventional. Creativity shows itself either in product or in thought. In this context, it has been suggested that idealized design is the best way to reveal creativity.

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