Cover image for A risk-benefit perspective on early customer integration
Title:
A risk-benefit perspective on early customer integration
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Publication Information:
New York, NY : Physica-Verlag, 2007
Physical Description:
xvi, 244 p. : ill. ; 23 cm.
ISBN:
9783790819618

9783790819625
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Also available in online version
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30000010176102 HF5415.153 K378 2007 Open Access Book Book
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Summary

Summary

Customer integration in the early innovation phase, considered the method of choice in theory and practice, has shown unexpected side effects that may even outweigh its recognized advantages. As a result, management needs to be able to assess in advance whether the involvement of customers will add overall value to an innovation project. This book develops a mathematical formula to support this decision.


Table of Contents

Prof. Dr. Oliver GassmannProf. Dr. Tom Sommerlatte
Forewordp. V
Forewordp. VII
Acknowledgementsp. XI
1 Introductionp. 1
1.1 Relevance of the topicp. 1
1.1.1 Relevance of customer integrationp. 1
1.1.2 Relevance of the early innovation phasep. 2
1.1.3 Relevance of a risk-benefit perspectivep. 3
1.2 Shortcomings of existing researchp. 5
1.2.1 Conceptual research gapp. 5
1.2.2 Empirical research gapp. 6
1.3 Research conceptp. 8
1.3.1 Research questionp. 8
1.3.2 Research approachp. 9
1.3.3 Research methodologyp. 10
1.3.4 Research designp. 12
1.3.5 Thesis outlinep. 14
2 Literature review of key issuesp. 17
2.1 Innovationp. 17
2.2 Early innovation phasep. 18
2.2.1 Temporal delimitation and characterp. 18
2.2.2 Various structure modelsp. 19
2.3 Customer integrationp. 26
2.3.1 Customersp. 26
2.3.2 Integrationp. 29
2.4 Benefits and risksp. 49
2.4.1 Benefitsp. 49
2.4.2 Risksp. 51
2.4.3 Risk-benefit balancep. 55
2.5 Knowledge creationp. 59
2.5.1 Definition of knowledgep. 59
2.5.2 Knowledge creationp. 60
2.5.3 Absorptive capacityp. 61
2.6 Summaryp. 65
3 Development of an analysis model for a risk-benefit balancep. 67
3.1 General outlook on the analysis modelp. 67
3.2 Tasksp. 71
3.2.1 Task descriptionp. 71
3.2.2 Potential customer contributionp. 80
3.3 Assetsp. 87
3.3.1 Benefits in the various tasksp. 87
3.3.2 Benefit-increasing factorsp. 91
3.4 Liabilitiesp. 94
3.4.1 Risks in the various tasksp. 94
3.4.2 Risk-reducing measuresp. 98
3.5 Propositions summaryp. 99
4 Case studies on early customer integrationp. 101
4.1 Selection and structurep. 101
4.2 Customer integration at Gallusp. 103
4.2.1 Company profilep. 103
4.2.2 Innovation process at Gallusp. 106
4.2.3 Innovation project: Concept for industrializing narrow-web printingp. 107
4.2.4 Company assessment of the innovation projectp. 111
4.2.5 Company assessment of customer integrationp. 112
4.3 Customer integration at Schindlerp. 113
4.3.1 Company profilep. 113
4.3.2 Innovation process at Schindlerp. 114
4.3.3 Innovation project: European trends in the elevator branchp. 119
4.3.4 Company assessment of the innovation projectp. 121
4.3.5 Company assessment of customer integrationp. 122
4.4 Customer integration at Schurterp. 123
4.4.1 Company profilep. 123
4.4.2 Innovation process at Schurterp. 125
4.4.3 Innovation project: Identification via Customer Application Talksp. 128
4.4.4 Company assessment of the innovation projectp. 132
4.4.5 Company assessment of customer integrationp. 133
4.5 Customer integration at Zimmerp. 134
4.5.1 Company profilep. 134
4.5.2 Innovation process at Zimmerp. 135
4.5.3 Innovation project: Opportunities for the "female empowered patient"p. 139
4.5.4 Company assessment of the innovation projectp. 144
4.5.5 Company assessment of customer integrationp. 145
5 Characteristics of successful early customer integrationp. 147
5.1 Cross-case analysisp. 147
5.1.1 General advisability of customer integrationp. 148
5.1.2 Tasksp. 151
5.1.3 Benefit-increasing factorsp. 155
5.1.4 Risk-reducing measuresp. 158
5.2 Determinants for successful customer integrationp. 159
5.2.1 Size of the integrating companyp. 160
5.2.2 Identical selection criteria as determinantsp. 161
5.2.3 Contingency factor of dependence on customersp. 162
5.3 Conceptualization of advisable customer integrationp. 166
5.3.1 Overview of the Resource Dependence Theoryp. 166
5.3.2 Linking Resource Dependence Theory with customer integrationp. 168
5.3.3 Conceptual model of successful customer integrationp. 171
6 Managerial recommendations for advisable envisaged customer integrationp. 175
6.1 Innovation task and potential customer contributionp. 175
6.2 Benefits and risks of the envisaged customer integrationp. 177
6.2.1 Benefits for the concrete projectp. 177
6.2.2 Risks for the concrete projectp. 178
6.3 Modification of benefits and risksp. 179
6.3.1 Benefit-increasing factorsp. 179
6.3.2 Risk-reducing measuresp. 180
6.4 Quantification of benefits, risks, and their modificationsp. 188
6.4.1 Basic considerationsp. 189
6.4.2 Quantifying benefits and risksp. 190
6.4.3 Quantifying benefit-increasing factors and risk-reducing measuresp. 192
6.5 Towards a formal decision modelp. 196
7 Conclusionp. 201
7.1 Resultsp. 201
7.1.1 Is customer integration in the early innovation phase advisable?p. 201
7.1.2 Can customer integration be investigated irrespective of different individual process structures?p. 202
7.1.3 Which possible effects of customer integration have to be taken into account?p. 203
7.1.4 Can the potential success of customer integration be predicted?p. 205
7.1.5 Summary of hypothesesp. 206
7.2 Implications for management practicep. 207
7.3 Implications for management theoryp. 209
7.4 Suggestions for further researchp. 213
8 Appendixp. 215
A Special innovation toolsp. 215
B List of abbreviationsp. 219
Referencesp. 221