Impediments to customer integration into the innovation process: A case study in the telecommunications industry

Schaarschmidt, Mario; Kilian, Thomas

doi:10.1016/j.emj.2013.04.004

Cited by 58 publications

(44 citation statements)

References 72 publications

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“…Nevertheless, any company willing to take advantage of NPD must also consider location factors [49], build needs as features into a new product [50], minimize customer risks [51], and avoid all hindrances to the integration of customers into NPD [52]. Similarly, effective communication channels between customers and the NPD team are the only way to correctly integrate customers' opinions [53].…”

Section: Working Hypothesesmentioning

confidence: 99%

New Product Development and Innovation in the Maquiladora Industry: A Causal Model

et al. 2016

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Abstract:Companies seek to stand out from their competitors and react to other competitive threats. Making a difference means doing things differently in order to create a product that other companies cannot provide. This can be achieved through an innovation process. This article analyses, by means of a structural equation model, the current situation of Mexican maquiladora companies, which face the constant challenge of product innovation. The model associates three success factors for new product development (product, organization, and production process characteristics as independent latent variables) with benefits gained by customers and companies (dependent latent variables). Results show that, in the Mexican maquiladora sector, organizational characteristics and production processes characteristics explain only 31% of the variability (R 2 = 0.31), and it seems necessary to integrate other aspects. The relationship between customer benefits and company benefits explains 58% of the variability, the largest proportion in the model (R 2 = 0.58).

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Section: Working Hypothesesmentioning

confidence: 99%

New Product Development and Innovation in the Maquiladora Industry: A Causal Model

et al. 2016

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“…Thus, a firm is only capable of identifying and acquiring useful external knowledge to the degree that the firm can perceive its value. Furthermore, recent studies have highlighted that the nature of external knowledge might affect whether knowledge will ultimately be absorbed, as incoming knowledge must conform to the cognitive structure of the absorbing organisation (Mangematin and Nesta, 1999;Schaarschmidt and Kilian, 2014;Todorova and Durisin, 2007). According to this line of reasoning, the transformation from being a service provider to being a solution seller enables access to goods-related knowledge terrains that might not be utilised through a service-oriented absorptive capacity.…”

Section: Solution Selling and Absorptive Capacitymentioning

confidence: 99%

“…The service components of a solution in particular are considered to function as a facilitator, carrier or source of innovation (Den Hertog, 2000). More precisely, by providing their, often technical, need knowledge, customers conduct development tasks in the individualisation of new solution development -in contrast to highly standardised offerings for which the producers are responsible for all aspects of product design and implementation (Payne et al, 2008;Schaarschmidt and Kilian, 2014). Thus, as customers support the solution-selling process by occupying diverse roles such as idea generators, co-creators, and users (Nambisan, 2002), they share knowledge regarding their often industry-specific needs in an interactive process (Aarikka-Stenroos and Jaakkola, 2012; Schaarschmidt et al, 2015).…”

Section: Solution Selling As a Source Of Innovationmentioning

confidence: 99%

Transforming from service providers to solution providers: implications for provider-customer relationships and customer-induced solution innovation

Hoeber

Schaarschmidt

2017

IJTM

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Abstract:There is a rich body of literature investigating the integration of customers into innovation processes. The various strands of this literature converge on the notion that integrating customers creates access to use-related knowledge that is needed to better target future customers. In a similar vein, solution selling has emerged as a means to provide solutions that fulfil customers' demands as an alternative to selling products and services to an unknown, anonymous customer. Here, most research adopts a producer-centric view. Yet, little research exists that: 1) combines customer integration and solution selling; 2) considers service companies. Thus, the authors' aim was to investigate whether and how a transformation from being a service provider to being a solution provider influences the provider's relationship with the customer, affects customer-induced service and solution innovation, and shapes the provider's absorptive capacity. The authors employ a case study design and investigate a German medium-sized IT consulting firm. The main result is the identification of testable propositions stemming from expert interviews and additional company data. At the end of the article, the authors discuss theoretical and managerial implications.

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“…In the past, much of the researches have shown the importance of customer integration in the concept and design process of new product development [17], [18], innovation [19], [20], product quality [21], service quality [22] and operational performance. On the other hand, previous research on exploitation of FIK also have been discussed by many scholars such as [17].…”

Section: Introductionmentioning

confidence: 99%

“…Explorative and exploitative learning are a complementary concept for optimizing resources and turns the essential processes efficient and effective [16]. Both approaches offer renewed in knowledge, but both differ in cost, learning ability and duration [7].In the past, much of the researches have shown the importance of customer integration in the concept and design process of new product development [17], [18], innovation [19], [20], product quality [21], service quality [22] and operational performance. On the other hand, previous research on exploitation of FIK also have been discussed by many scholars such as [17].…”

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confidence: 99%

Knowledge Creation in an Integrated Product-Service

Yusoff¹,

Azizan²

2015

IJKE

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Abstract-The paper is about the investigation of how new knowledge is created when customer knowledge captured during the use-phase and retirement stage, and firm internal knowledge in an integrated product-service development cycle. Customer knowledge is integrated with firm-internal knowledge and converted into new ideas or solutions through knowledge conversion process, as such enhance the customer value proposition in terms of product and service performance. The main contributions to the literature are threefold. First, we provide how customer knowledge captured from other product life cycle and firm-owned knowledge towards affect new knowledge creation in developing an integrated product-service design. Second, we provide evidence new knowledge creation in an integrated product-service design is crucial in enhancing customer value proposition in terms of product and service performance. Third, we offer knowledge creation process in an integrated product-service design as an important determinant for product-service performance. IndexTerms-Product-service, knowledge creation, product-service performance, SECI. I. INTRODUCTIONIn functional economy, functional sales is addressed rather than the physical product [1], which getting much attention, particularly in developed countries [2]. The terms such as Product-Service (PS), product-related services or full-services are interchangeably used to designate the integrated of PS offerings [3] for selling functions. Functionality describes the ability of integrated PS [4] to provide the ability, usability, or purpose of it, rather than the physical artifact.PS firms move from traditional selling artifact manufactured to combination of services and products to enhance customer loyalty by having long-term business relationship with customers [5] and offer sustainable solutions [6]. Subsequently, PS enhance existing customer value [7] generate more profit [8] and reduce environmental effect [9]. Flexibility becomes crucial issue as any specific product can be combined with services to meet customer requirement through distinct operational processes [10], [11]. Customer's experience are explored to improve existing firm core product concept and manufacturing capabilities [12], reduce the needs for service throughout the product usage phase. Hence, PS focus on lengthening the durability of a PS which reduce material/resource usage but at the same time retain the quality [13]. Exploring customer's experience (CK) and exploiting firm internal knowledge (FIK) gathered from each phase of new PS development are crucial to integrate product Manuscript received May 4, 2015; revised August 25, 2015. The authors are with the University Malaysia Pahang, Malaysia (e-mail: anisyus@yahoo.com).functionality and its related services into one solution may have opportunities to succeed [14]. A firm may choose to maintain internal knowledge if the firm is very competitive and at strong position in the industry which that knowledge is sufficient [15]. Explorative and exploitative learnin...

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Impediments to customer integration into the innovation process: A case study in the telecommunications industry

Cited by 58 publications

References 72 publications

New Product Development and Innovation in the Maquiladora Industry: A Causal Model

New Product Development and Innovation in the Maquiladora Industry: A Causal Model

Transforming from service providers to solution providers: implications for provider-customer relationships and customer-induced solution innovation

Knowledge Creation in an Integrated Product-Service

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