Exploring innovative ways for companies to engage with customers through the internet in developing new products

2013 ◽  
Author(s):  
Wei Liu ◽  
James Moultrie
Keyword(s):  
New Products ◽  
The Internet

Using Machine Learning Methods to Solve Problems of Forecasting Demand for New Products in the Internet Marketplace

2020 ◽  
Vol 10 (4) ◽  
pp. 41-50
Author(s):  
A.A. Osin ◽  
A.K. Fomin ◽  
G.B. Sologub ◽  
V.I. Vinogradov
Keyword(s):  
Machine Learning ◽  
Comparative Analysis ◽  
New Products ◽  
The Internet ◽  
Specific Task ◽  
Learning Methods ◽  
Online Store ◽  
Machine Learning Methods ◽  
And Storage ◽  
Internet Marketplace

The work is aimed at researching the possibility of using machine learning methods to build models for forecasting demand for new products in the online store Ozon. ru. Approaches to the solution that were not previously used in a specific task are proposed for consideration. Data on sales history and storage of goods at Ozon.ru are used as a sample. There is a description and analysis of the approximate loss of the Ozon.ru website, the data used, the process of building a base model, and the results obtained. It describes the metrics used to evaluate the prediction results and makes a comparative analysis between the prediction results of the built model and the results of heuristically selected values.

scholarly journals On-line Crowdsourcing: Motives of Customers to Participate in Online Collaborative Innovation Processes

2019 ◽  
Vol 11 (12) ◽  
pp. 3479 ◽  
Author(s):  
Carlota Lorenzo-Romero ◽  
Efthymios Constantinides
Keyword(s):  
Social Media ◽  
The Netherlands ◽  
Large Scale ◽  
Innovation Management ◽  
New Products ◽  
European Countries ◽  
The Internet ◽  
Collaborative Innovation ◽  
On Line ◽  
Innovation Processes

The large-scale adoption of the Internet and social media make transactions and interactions between businesses and customers easy, inexpensive, and highly efficient. Online crowdsourcing and co-creation with customers are developments increasingly seen as attractive alternatives to traditional forms of innovation management. Online customers are willing to spend time and effort on collaborative innovation trajectories and so have a say in the development of new products and services. Identifying and recruiting capable and innovation-minded co-creation partners online is one of the main challenges of such collaborative innovation-focused processes; understanding the attitudes and motives of innovation-minded customers are the first steps in enticing and recruit these as innovation partners. In this study, we identify and classify customer motives for participating in online co-creation processes in two European countries: Spain and The Netherlands. More than a quarter of online customers are active co-creators and two co-creator profiles were identified in both countries, based the levels of motivation predisposition; Spanish online customers are more involved and enthusiastic co-creators than Dutch customers. The study confirms that financial motives are not the main reason for co-creation; highly motivated customers are motivated by product-related benefits, while hedonic benefits are the most important triggers for less motivated co-creators.

scholarly journals New Social World: The Great Power of the Network

2021 ◽  
Author(s):  
Sergey KOMISSAROV ◽  
Nikolay VASILYEV
Keyword(s):  
Social Networks ◽  
New Products ◽  
Developed Countries ◽  
Social World ◽  
The Internet ◽  
Digital Products ◽  
Digital Government ◽  
International Telecommunication Union ◽  
Commercial Networks ◽  
Worldwide Network

At the early beginning of the 21st century, it was impossible to imagine how fast the Internet would develop. It was also not obvious that the worldwide network would actually become available in all parts of the planet, and the network itself would become the basis for the birth and development of new global products - social networks, communications, and services. According to the International Telecommunication Union, the Internet and new digital products along twenty years have almost completely absorbed the population of developed countries (87%) and are growing rapidly in developing countries (47%)[1]. The affordable cost of communication for the majority of the population together with free communication services create the basis for the emergence of not only new products but also a constant increase in the number of digital services, which quite recently could only be obtained offline. Together with large digital government services, commercial networks, communicators, and services are creating a new social structure capable of independent machine learning and development. The work aims to show that much faster than it was supposed new digital products will intertwine with each other, forming a new social platform, which is called a New Social World. The analysis of sociological works on this topic together with an analysis of practical research on the Internet and new digital products confirms this assumption. Despite strict user agreements, global online monitoring, constant online control and full access to the data of each user, more and more people become users of social networks and services, and most social network users become loyal users of other new products and services, easily switching on digital consumption and consumption of real products and services provided online. The new social reality, generated by the powerful interweaving of the world's digital products and services will forever change the sociocultural and media world. An urgent and constant study of this phenomenon is necessary since the ways of its further development are unpredictable both in relation to the existence of traditional, social, national identification and with the existence of traditional state institutions and states.

Conclusion: The Everything Device

2019 ◽  
Author(s):  
Ravi Agrawal
Keyword(s):  
Mobile Phone ◽  
San Francisco ◽  
New Products ◽  
The Internet ◽  
Dramatic Effect ◽  
The Third ◽  
Trade Show ◽  
The World ◽  
Steve Jobs ◽  
Apple Products

The world changed on January 9, 2007. It was the Macworld trade show in San Francisco, an annual showcase for Apple products, and founder Steve Jobs was about to introduce a new gadget. “Every once in a while, a revolutionary product comes along that changes everything,” announced Jobs. The Macworld audience had a Pavlovian expectation for something game-changing that day. In 1984 Apple introduced the Macintosh, which went on to transform computing and make the mouse a mainstream accessory. Then in 2001, the iPod arrived. “It didn’t just change the way we all listened to music. It changed the entire music industry,” Jobs reminded his audience. (This was no exaggeration. When Apple began offering individual songs for ninety-nine cents on its iTunes store, the era of record companies selling entire albums was shattered.) “Today, we’re introducing three revolutionary products. The first one is a wide-screen iPod with touch controls.” Jobs paused for dramatic effect. On cue, the audience broke into hearty applause. “The second,” continued Jobs, “is a revolutionary mobile phone.” This time, before he could pause, cheers rang out—with a louder, prolonged burst of clapping. Apple had never manufactured a phone before. “And the third,” he went on, as a big screen behind him mirrored his words, “is a breakthrough internet communications device.” A whoop, followed by a polite round of clapping; by now the audience was a bit confused at the deluge of new products. Jobs let his words hang in the air, teasing the crowd as it waited in anticipation. “So, three things,” he recapped, as the screen behind him showed three Apple icons representing an iPod, a phone, and the internet. “A wide-screen iPod with touch controls, a revolutionary mobile phone, and a breakthrough internet communications device.” Silence. “An iPod, a phone, and an internet communicator,” Jobs repeated, as the screen displayed each of those icons in the center, flipping to reveal the next one. The animations behind Jobs had been carefully choreographed to match his words.

scholarly journals Industry-Specific Antitrust Policy for Innovation

2016 ◽  
Author(s):  
Mark Lemley
Keyword(s):  
New Products ◽  
Antitrust Policy ◽  
The Internet ◽  
Antitrust Law ◽  
Dynamic Efficiency ◽  
Market Structures ◽  
Ip Law ◽  
Do So

The premise that IP promotes dynamic efficiency while antitrustconcentrates on static welfare is wrong, or at least oversimplified. Itproceeds from a fundamentally Schumpeterian assumption that competitionwill not lead to innovation, and we need the lure of monopoly to driveinvestment in new products. In fact, however there is substantial economicevidence suggesting that competition itself may act as a greater spur toinnovation than monopoly. Critically, different market structures willpromote innovation in different industries. Sometimes - as in thepharmaceutical industry - we need the incentive provided by strong patents,but in other industries - like the Internet - competition is more likely tospur innovation. Both patent and antitrust law need to take these industrydifferences into account. And to do so, antitrust will need to shed itssubservience to IP law.

Geschäftsmodellinnovationen – radikaler Wandel oder inkrementelle Verbesserung?

2017 ◽  
Vol 58 (4) ◽  
pp. 32-36
Author(s):  
Patrick Ulrich ◽  
Alexandra Fibitz
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Products ◽  
The Internet ◽  
Sustainable Business ◽  
Empirische Studie ◽  
New Business ◽  
Evolutionary Step ◽  
Radical Transformation ◽  
New Business Models

Wer kennt sie nicht, die Erfolgsgeschichten der „Uber’s”, „Air Bnb’s“, „Apple’s“ dieser Welt. Mit ihren Geschäftsmodellinnovationen haben sie nicht nur Märkte revolutioniert und Kundenbedürfnisse neu definiert, sondern die Art und Weise auf den Kopf gestellt, wie Unternehmen wirtschaften. Geschäftsmodelle lassen sich nachweislich zurückdatieren in die 1970er Jahre. Ursprünglich bezeichnete der Begriff einen Modellierungsansatz, der als Analysewerkzeug für Geschäftstätigkeiten auf operativer Ebene genutzt wurde. In der Evolution des Begriffes wurde die strategische Unternehmensführung als Rahmenwerk forciert, wobei moderne Einflüsse aus der Welt der Digitalisierung und E-Commerce wieder eine gewisse Rückbesinnung auf die Ursprünge erkennen lassen. Der Beitrag geht der Frage nach, wie Großunternehmen und auch andere Betriebstypen mit Geschäftsmodellinnovationen umgehen. With the advent of the Internet and the beginning of the dot.com era not only did new products and technologies disrupt the market, but even more business model innovations became of huge interest. New business models go far beyond product- or process innovation and in most cases, bring considerable changes to the firm. Nonetheless, a standardized process, a generally accepted definition and a consensus about elements and concepts is still missing. The paper investigates how large companies in Germany tackle this problem whether they prefer to use an evolutionary, step-by-step approach by changing single elements of a sustainable business model or rather tend to radical transformation and establish a completely new business model running in parallel to the already established one. Keywords: turbulenz, innovation, empirische studie, disruption, börsennotierung

Enjoy.IT!

2014 ◽  
pp. 181-187
Author(s):  
M. Amparo Navarro-Salvador ◽  
Ana Belén Sánchez-Calzón ◽  
Carlos Fernández-Llatas ◽  
Teresa Meneu
Keyword(s):  
New Products ◽  
Social Groups ◽  
Future Internet ◽  
Physical World ◽  
The Other ◽  
The Internet ◽  
Practical Realization ◽  
Know How ◽  
Set Up ◽  
Simple Integration

The evolution of the Internet has been spectacular in recent decades. However, the Internet is still a linear scenario, focused on showing contents and dissociated from the physical world. On the other hand, there are many social groups that don’t know how to use the opportunities that ICT can offer them, such as children. In this scenario, Project Enjoy.IT! designs, develops, and validates an entertainment platform with advanced contents that will set up a practical realization of the new products and services from the Future Internet. Project Enjoy.IT! integrates the physical world as an extension of the virtual world and vice versa. Thus, the project creates an AmI system that is able to act depending on the children’s knowledge and necessities. The platform is based on a Services Choreography that allows an easy, simple integration of the necessary elements to give support to interactive entertainment activities.

Has the Internet accelerated the diffusion of new products?

2009 ◽  
Vol 38 (8) ◽  
pp. 1269-1277 ◽  
Author(s):  
Jeffrey T. Prince ◽  
Daniel H. Simon
Keyword(s):  
New Products ◽  
The Internet

scholarly journals Television, globalization and social change

Comunicar ◽  
2005 ◽  
Vol 13 (25) ◽  
pp. 79-85
Author(s):  
Miguel-Ángel Ortiz-Sobrino
Keyword(s):  
Social Change ◽  
Video Games ◽  
General Public ◽  
New Products ◽  
Digital Transformation ◽  
Mobile Telephony ◽  
The Internet ◽  
Traditional Concept ◽  
Computer Screen ◽  
Internet Telephone

XXI Century television is undergoing a process of transformation. New actors, new products and new ways of consuming television are on the lookout. Interactivity will make the traditional concept of television disappear. Television viewers can design their own grids independently of the operator’s schedule. The convergence of television and computer, Internet, telephone and video games bring us a new concept of television. Television faces two big transformations: digital transformation and that of the concept of «general public». The computer, the computer screen, has the calling of turning into a reception screen in which both computer and television functions fuse. Latest generation mobile telephony is integrating itself is this multimedia complex, in connection with television. Future television cannot dissociate from the Internet. La televisión del siglo XXI está en proceso de transformación. Nuevos actores, nuevos productos y nuevas formas de consumir televisión se atisban en el horizonte. La interactividad con la televisión hará desaparecer el concepto de televisión tradicional. El telespectador puede confeccionar sus propias parrillas, independientemente de la programación del operador. La convergencia de la televisión con el ordenador, Internet, el teléfono y los videojuegos nos llevan a un nuevo concepto de la televisión. La televisión se enfrenta a dos grandes transformaciones: la transformación digital y del concepto «público general». La nueva televisión propiciará una nueva forma de ver la televisión, en la que el espectador se olvidará del mundo para dialogar con la máquina e incluso, tomar decisiones que afecten a la programación. El anunciado apagón digital, previsto en España para 2010, va a revolucionar el panorama televisivo español. La oferta se ampliará y se sumará a la oferta del cable, satélite y teléfono. Se ampliarán las ofertas de televisión de pago. Estaremos ante un panorama absolutamente cambiante.

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