Integrating customer requirements into product designs

Bailetti, Antonio J.

doi:10.1016/0737-6782(94)00021-7

Cited by 88 publications

(30 citation statements)

References 19 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…It is an essential element of successful corporate policy, because a product range that satisfies the needs, demands, and problems of the customer can be the key for sustainable corporate success (Cooper, 1979;Selnes, 1993;Anderson et al, 1994;Bailetti and Litva, 1995). However, the application of conventional market research methods such as self-reports often does not yield the desired information about consumers' real opinion of a product.…”

Section: Product Policymentioning

confidence: 97%

A current overview of consumer neuroscience

Hubert

Kenning

2008

J of Consumer Behaviour

244

193

View full text Add to dashboard Cite

The emerging discipline of neuroeconomics employs methods originally used in brain research for investigating economic problems, and furthers the advance of integrating neuroscientific findings into the economic sciences. Neuromarketing or consumer neuroscience is a sub-area of neuroeconomics that addresses marketing relevant problems with methods and insights from brain research. With the help of advanced techniques of neurology, which are applied in the field of consumer neuroscience, a more direct view into the ''black box'' of the organism should be feasible. Consumer neuroscience, still in its infancy, should not be seen as a challenge to traditional consumer research, but constitutes a complementing advancement for further investigation of specific decision-making behavior. The key contribution of this paper is to suggest a distinct definition of consumer neuroscience as the scientific proceeding, and neuromarketing as the application of these findings within the scope of managerial practice. Furthermore, we aim to develop a foundational understanding of the field, moving away from the derisory assumption that consumer neuroscience is about locating the ''buy button'' in the brain. Against this background the goal of this paper is to present specific results of selected studies from this emerging discipline, classified according to traditional marketing-mix instruments such as product, price, communication, and distribution policies, as well as brand research. The paper is completed by an overview of the most prominent brain structures relevant for consumer neuroscience, and a discussion of possible implications of these insights for economic theory and practice.

show abstract

Section: Product Policymentioning

confidence: 97%

A current overview of consumer neuroscience

Hubert

Kenning

2008

J of Consumer Behaviour

244

193

View full text Add to dashboard Cite

show abstract

“…It appears therefore that for Taiwanese hightech manufacturing firms inter-departmental communication is carried out mainly as a means to identify ways for improvement of functions and processes and less with communicating information that has to do with NPD. Although inter-departmental communication regarding the improvement of processes can enhance firm efficiency and reduce waste, the non-significant effect of this variable with either patent or design/copyright registration means that high-tech Taiwanese firms at the very least do not combine information regarding advancements in technology and/or design with customer preferences effectively, something that can have an adverse effect on the marketability of innovative products (Bailetti and Litva, 1995;Feller et al 2005).…”

Section: Discussionmentioning

confidence: 99%

“…The integration of customer requirements into a product's design specifications is perceived to be the most important task in order for a firm to gain sustainable competitive advantage especially when the product and the technology involved is dynamic and complex (Bailetti and Litva, 1995;Bonney et al, 2007). Existing customers can be an excellent source of information, suggesting areas of new product activity which are either not being provided at all by the firm, or are currently being provided only by competitors (Ganotakis and Love, forthcoming).…”

Section: Cooperation/information Sharing With Supply Chain Membersmentioning

confidence: 99%

“…Those organizational departments share responsibilities for identifying market opportunities, understanding customer needs and finding the balance between engineering design and the identified customer needs. This means that sufficient interaction needs to exist between those three departments in order for the design and R&D departments to successfully incorporate the information produced in regards to customer, production and design requirements (Bailetti and Litva, 1995). In order to achieve the above the firm needs to adopt a more flat and flexible structure that supports effective interaction (Stroeken, 2000).…”

Section: Cross-functional Integrationmentioning

confidence: 99%

“…More specifically, the adoption of a structure that supports cross-functional interaction especially between the design/engineering, marketing and R&D departments is perceived to be vital for the development of a commercially successful innovative product (Bailetti and Litva, 1995;Nambisan, 2003;Feller et al 2005). Those organizational departments share responsibilities for identifying market opportunities, understanding customer needs and finding the balance between engineering design and the identified customer needs.…”

Section: Cross-functional Integrationmentioning

confidence: 99%

See 2 more Smart Citations

Information systems, inter-functional collaboration and innovation in Taiwanese high-tech manufacturing firms

Ganotakis

Hsieh

Love

2012

Production Planning & Control

View full text Add to dashboard Cite

This paper investigates whether a) cross-functional integration within a firm and the use of information systems that support information sharing with external parties can enhance integration across the supply chain and wider networks, and b) whether collaboration with customers, suppliers and other external parties leads to increased supply chain performance in terms of new product development and introduction of new processes. Data from a high-quality survey carried out in Taiwan in 2009 were used, and appropriate econometric models applied. Results show that the adoption of information systems that enhance information sharing is vital not only for the effective communication with suppliers and with wider network members, but their adoption also has a direct effect across a firm's innovative effort. Cross-functional integration appears to matter only for the introduction of an innovative process. Collaboration with customers and suppliers affected a product's design and its overall features and functionality respectively.

show abstract

Impromptu Prototyping and Artefacting: Representing Design Ideas through Things at Hand, Actions, and Talk

Logan¹,

Radcliffe²

Design Representation

View full text Add to dashboard Cite

Integrating customer requirements into product designs

Cited by 88 publications

References 19 publications

A current overview of consumer neuroscience

A current overview of consumer neuroscience

Information systems, inter-functional collaboration and innovation in Taiwanese high-tech manufacturing firms

Impromptu Prototyping and Artefacting: Representing Design Ideas through Things at Hand, Actions, and Talk

Contact Info

Product

Resources

About