Measuring customer value and market dynamics for new products of a firm: an analytical construct for gaining competitive advantage

2006 ◽  
Vol 8 (3/4) ◽  
pp. 187 ◽  
Author(s):  
N.A. Rajagopal
Keyword(s):  
Competitive Advantage ◽  
Customer Value ◽  
New Products ◽  
Market Dynamics

scholarly journals Ramp-up Process Improvement Practices for Time-to-Market Reduction

2018 ◽  
Vol 26 (1) ◽  
pp. 19
Author(s):  
Krisztián Szabó
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
Continuous Improvement ◽  
Process Improvement ◽  
New Products ◽  
Core Competency ◽  
Time To Market ◽  
Serial Production ◽  
Automotive Supplier ◽  
Significant Percentage

The importance of the “Ramp-up bridge” covering the gap between product development and serial production, as well as the speed at which this bridge can be crossed, has increased, providing companies with a significant competitive advantage.However, a significant percentage of project aiming to introduce new products do not achieve their goals. [(60 percent of the automotive supplier ramp-up projects fail on either the technical, or the economic side (Bischoff, 2007)].The author explores the possible reasons, then makes suggestions regarding the support of successful ramp-up projects, through practical examples taken from the industry. Through the continuous improvement of ramp-ups, a new core competency can be achieved, with a decrease in time-to-market. This core competency is difficult to duplicate, and can provide an additional competitive advantage for companies manufacturing products with high technical complexity.

Convergence Marketing

2012 ◽  
pp. 274-290
Keyword(s):  
Decision Making ◽  
Social Networks ◽  
Competitive Advantage ◽  
Relationship Marketing ◽  
Customer Value ◽  
Emerging Technologies ◽  
Market Competition ◽  
Customer Management ◽  
Decision Making Process ◽  
Customer Knowledge

The convergence marketing has emerged as an outgrowth of relationship marketing. Many firms in the competitive marketplace prefer on developing strategies by convergence of technology with customer value in promoting products and services. It is argued in this chapter that such convergence among the firms involve consumers, social networks, and technology that influence the decision making process for gaining competitive advantage. This chapter discusses the attributes of convergence of technology with customer value that provides higher competitive advantage to the business through frequent interactions among the market players and customers. The convergence marketing emphasizes on strategic, reflective, and organizational look at relationship marketing and contributes to existing knowledge within three fundamental elements including organizational customer focus, customer management focus, and customer knowledge focus. This chapter also examines how convergence of technology and customer value drives value co-creation in the firms and discuss that in an increasing market competition, customers interact with emerging technologies, and consumer communities co-create value with firms.

Customer Value and New Product Retailing Dynamics

2010 ◽  
pp. 49-71
Author(s):  
Dr. Rajagopal
Keyword(s):  
Customer Value ◽  
Analytical Approach ◽  
New Products ◽  
Product Market ◽  
New Product ◽  
Product Performance ◽  
Use Value ◽  
Value Concept ◽  
Competitive Structure

The customer value concept is utilized to assess product performance and to determine the competitive structure of the new products. The analytical approach to the new product-market structuring based on customer value may be fitted well within the microeconomic framework. The measure of customer value as the product efficiency may be viewed from the customer’s perspective towards a ratio of outputs (e.g., perceived use value, resale value, reliability, safety, comfort) that customers obtain from a product relative to inputs (price, running costs) that customers have to deliver in exchange. The efficiency value derived can be understood as the return on the customer’s investment.

Theoretical and Methodological Aspects of Estimation of Innovative Potential and Innovative Activity of the Enterprise

2018 ◽  
Vol 6 (1) ◽  
pp. 60-65 ◽  
Author(s):  
Ю. Синькова ◽  
Yu. Sin'kova
Keyword(s):  
Customer Value ◽  
New Products ◽  
Innovation Process ◽  
Specific Situation ◽  
Management Tools ◽  
New Concepts ◽  
Innovative Products ◽  
Innovative Potential ◽  
Services Innovation ◽  
Methodological Aspects

Innovation can be defined as the successful conversion of new concepts and knowledge into new products, services or processes that deliver new customer value in the market. Innovation is the specific instrument of entrepreneurship, the act of endowing resources with a new capacity to create profits. Innovation can be defined as “a step that creates a new dimension of performance”. Innovation is the embodiment, combination and/or synthesis of knowledge in new, relevant, valuable new products, processes or services. Innovation is the creation of something that improves our lives. A modern company needs to understand what is innovation and what is their dynamics. After all, innovation can determine the strategy, consistent with the goals of the organization and its vision. It is possible to identify another important concept for today’s businesses to be innovative, companies must pay attention to their future, i.e. innovation. The next step is the development and internalization of management tools innovation process. These solutions must be adapted to each specific situation. Consider the size of the company, its sector of activity, culture and organizational structure of the Agency system and the managerial vision of the future and ambitions of leadership. Understanding of the concept of innovation and its application in practice requires time, effort and investment. However, we all see that the company has become a truly innovative, you begin to lead. Innovative products are those that replace the current offerings or are based on them; they offer new features or other benefits that allow users to work more efficiently and/or less expensive.

Reverse use of customer data: implications for service-based business models

2014 ◽  
Vol 28 (7) ◽  
pp. 529-537 ◽  
Author(s):  
Hannu Saarijärvi ◽  
Christian Grönroos ◽  
Hannu Kuusela
Keyword(s):  
Value Creation ◽  
Customer Value ◽  
Design Methodology ◽  
Business Models ◽  
New Products ◽  
Content Type ◽  
Customer Data ◽  
Dominant Logic ◽  
Data Usage ◽  
External Customer

Purpose – The purpose of this study is to explore and analyze the implications of reverse use of customer data for service-based business models. In their quest for competitive advantage, firms traditionally use customer data as resources to redesign and develop new products and services or identify the most profitable customers. However, in the shift from a goods-dominant logic toward customer value creation, the potential of customer data for the benefit of the customer, not just the firm, is an emerging, underexplored area of research. Design/methodology/approach – Business model criteria and three service examples combine to uncover the implications of reverse use of customer data for service-based business models. Findings – Implications of reverse use of customer data for service-based business models are identified and explored. Through reverse use of customer data, a firm can provide customers with additional resources and support customers’ value-creating processes. Accordingly, the firm can move beyond traditional exchanges, take a broader role in supporting customers’ value creation and diversify the value created by the customer through resource integration. The attention shifts from internal to external customer data usage; customer data transform from the firm’s resource to the customer’s, which facilitates the firm’s shift from selling goods to supporting customers’ value creation. Originality/value – Reverse use of customer data represent a new emerging research phenomenon; their implications for service-based business models have not been explored.

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