Suchergebnisse

Situational approach in management and continuous experimentation becomes a style of doing business for creators of breakthrough new products and innovative start-up companies. A company that successfully started with a breakthrough product, and developed into successful structured business, after some time, would start to lose its ability to create breakthrough new products. Internal corporate procedures and business processes, including the process of creating a new product become more formalized. Exploratory type of works at the initial stage, full of uncertainties in the process of new product development, is poorly formalized and requires flexible approach in management. Creative chaos that was on a start-up stage and that feed teams with fresh ideas disappears. Fireplace for creativity fades. Loss of this competitiveness is a serious argument to develop new approaches to arrange process of creating new products in a mature stage of business development. In the article based on experience in new product development we explore this actual problem and propose a novel approach for the passage of the high uncertainty stage, called "the fuzzy front end of innovation", to create innovative products in matured businesses.

This paper deals with communication across functional and cultural borders in product development in an alliance context. It shows how the multiple levels of co-ordination in an alliance increase complexity. Product development takes place in meetings in a nexus of meetings. Communication is studied by the use of video. Sequences from such recordings are played back to participants who assist in the interpretation of communicative situations. It was found that participants tend to become myopic in their attributions of implications of behaviour in meetings, which hampers communication efficiency. It is suggested that Complexity Theory provides an explanation and that a solution can be sought in feedback of video sequences and reflection on communication problems.

Abstract
Preference markets address the need for scalable, fast and engaging market research in new product development. The Web 2.0 paradigm, in which users contribute numerous ideas that may lead to new products, requires new methods of screening those ideas for their marketability and preference markets offer just such a mechanism. For faster new product development decisions, a flexible prioritization methodology for product features and concepts is tested. It scales up in the number of testable alternatives, limited only by the number of participants. New product preferences for concepts, attributes and attribute levels are measured by trading stocks whose prices are based upon share of choice of new products and features. Benefits of preference markets include speed, scalability, flexibility, and respondent enthusiasm for the method.

PurposeThe purpose of this paper is to shed light on understanding how value creation can be improved by developing dynamic capabilities in product development, in the case of a software engineering process.Design/methodology/approachThe methodology involves a single‐case, longitudinal empirical study by progression of cycles of action research and data collection during a seven‐year period (1 January 2004‐31 November 2010), comprising 55 corporate projects.FindingsThis study will provide significant new information about value creation in multi‐disciplined product development. The study integrates value considerations into the principles and practices of software engineering, implements the aspect of dynamic capabilities in a software engineering process in order to create and sustain competitive advantage. As a result of the study, a model of value creation for software engineering process is created and guidelines are established.Research limitations/implicationsThe contextual features were strongly present during the research process, which means that the model created needs to be tested in other settings by other researchers.Practical implicationsThe results of the study provide management with guidelines for developing and maintaining the importance of value creation in the software engineering process.Originality/valueThe paper presents a new model of value creation for the software engineering process in product development, through which competitive advantage is created and sustained.

The objective of this research is to give recommendation for a bakery chain operator called Greggs in terms of improving their breakfast menu selection to generate more sales. The research method uses SWOT analysis to produce a strategic development plan. Greggs is one of the largest United Kingdom bakery stores and performs well in generating revenue as the turnover. The uncertainty of Brexit, the minimum wage set by the government, the highest proportion of people who usually eat breakfast on the go, development of a mobile app, breakfast preference to a healthier fresh meal and reduce sugar consumption, competitor, extreme winter weather, and the government policy have an impact on Gregg revenue. Based on the SWOT analysis result it can be concluded that Gregg needs to utilize the position as the market leader to promote the benefit of high-quality healthy food, use the revenue to start on research for healthy products innovation, use the healthy breakfast trend to introduce vegan breakfast menu, add more drink option for the breakfast deal to make it more convenient for people to commute, keep focusing on the quality and taste development with a competitive price, add more menu that correspondent with consumer demand, and try to efficiently spend the revenue based on priority to cut operating cost.