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Research is divided into two types: pure and applied. Development is the attempt to utilize the findings of research. Current development effort is much larger than the research effort.
Research is divided into two types: pure and applied. Development is the attempt to utilize the findings of research. Current development effort is much larger than the research effort.
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Research is divided into two types: pure and applied. Development is the attempt to utilize the findings of research. Current development effort is much larger than the research effort.
Copyright:
Attribution Non-Commercial (BY-NC)
Formati disponibili
Scarica in formato TXT, PDF, TXT o leggi online su Scribd
Research and Development (R & D) primarily responsible for developing ne w product ideas. Research is divided into two types: pure and applied. Pure research is working with basic technology to develop new knowledge. Applied research is attempting to develop new knowledge along particular lines. R & D Con’t Development is the attempt to utilize the findings of research. The development end of R & D is more on the application side and often c onsists of modifications or extensions to existing outputs. Currently the development effort is much larger than the research effort . Alternatives to Research Imitation of a proven idea (second-to-market strategy). Purchase of someone else’s idea. Outright purchase is becoming extremely popular where bring a new produc t to market can cost huge sums. In addition to product research there is also process research (i.e. how to produce research). Disruptive Technologies An example of a disruptive technology currently playing out is the impac t that the Web is having on graduate business education. e-mail Computers in the classroom Using the Web at work to shop Commercialization Refers to the process of moving an idea from concept to market. Shorter life cycles. Increasingly competitive marketplace. Globalization. Vision and Mission Statements Vision statements used to express organization’s values and aspirations. Mission statements express organization’s purpose or reason for existenc e. Core Competencies Collective knowledge and skills an organization has that distinguish it from the competition. Typically center on an organization’s ability to integrate a variety of specific technologies and skills in the development of new products and services . Building blocks of core capabilities. First-to-Market Strategy Products available before competition Strong applied research capability needed Can set high price to skim market or set lower price to gain market shar e Second-to-Market Strategy Quick imitation of first-to-market companies Less emphasis on applied research and more emphasis on development Learn from first-to-market’s mistakes Cost Minimization or Late-to-Market Strategy Wait until market becomes standardized and large volumes demanded Compete on basis of costs instead of product features Research efforts focus on process development versus product development Market Segmentation Serving niche markets Applied engineering skills and flexible manufacturing processes needed Developing a Balanced Scorecard Top management translates mission and strategy into specific customer an d financial objectives. Measures for internal business processes developed on basis of customer and financial objectives. Investments in employee training and information technology linked to cu stomer, financial, and internal business process objectives. Common Areas of Focus Innovation Customization Product/service flexibility Volume flexibility Performance Quality Product/service reliability Delivery reliability Response After-sale service Price
Order Qualifiers and Winners
Order qualifiers are characteristics that are the ante to enter the mark et Order winners are characteristics that win the customer’s purchase Mass Customization Seek to produce low-cost, high-quality outputs in high variety. Not all products lend themselves to being customized (Ex. Sugar, gas, el ectricity, and flour). Is applicable to products characterized by short life cycles, rapidly ad vancing technology, or changing customer requirements. Four Mass Customization Strategies Collaborative customizers Adaptive customizers Cosmetic customizers Transparent customizers Dependability and Speed The competitive advantages of faster, dependable response to new markets or to the individual customer s needs have only recently been noted in the busi ness media. Americans spend more time and money on marketing, whereas the Japanese s pend five times more than the Americans on developing more efficient production methods. Cost and Productivity Operational activities play a major role in determining the cost of a pr oduct or service, particularly during the up-front design for the output. It is worth noting that cost to the producer and price to the customer a re two very different factors. It is always to the producers’ advantage to keep their absolute costs as low as possible.