Konferensartikel

G. Lay
Fraunhofer Institute for Systems and Innovation Research ISI, Germany

S. Biege
Fraunhofer Institute for Systems and Innovation Research ISI, Germany

D. Buschak
Fraunhofer Institute for Systems and Innovation Research ISI, Germany

G. Copani
ITIA-CNR – Institute of Industrial Technologies and Automation, Italy

S. Marvulli
ITIA-CNR – Institute of Industrial Technologies and Automation, Italy

Ladda ner artikel

Ingår i: Proceedings of the 2nd CIRP IPS2 Conference 2010; 14-15 April; Linköping; Sweden

Linköping Electronic Conference Proceedings 77:32, s. 253-260

Publicerad: 2012-10-11

ISBN: 978-91-7393-381-0

ISSN: 1650-3686 (tryckt), 1650-3740 (online)

It will be shown how business plans can be used to describe and assess the process; requirements and pitfalls in creating added value via IPS2. The results of two case studies of machine tool manufacturers turning into solution providers are reported.

[1] Cooper; R. G.; Kleinschmidt; E. J.; 2000; New Product Performance: What Distinguishes the Star Products; Australian Journal of Management; 25 (1): 17-45.

[2] Stevens; G. A.; Burley; J.; 1997; 3;000 Raw Ideas = 1 Commercial Success!; Research Technology Management; 40 (3): 16-27.

[3] Shenhar; A.J.; Tishler; A.; Dvir; D.; Lipovetzsky; S.; Lechler; T.; 2002; Refining the search for project success factors: A multivariate; typological approach; R&D Management; 32 (2): 111–126.

[4] Verworn; B.; Herstatt; C.; Nagahira; A.; 2008; The fuzzy front end of Japanese new product development projects: impact on success and differences between incremental and radical projects; R&D Management; 38:1-19.

[5] Backman; M.; Börjesson; S.; Setterberg; S.; 2007; Working with concepts in the fuzzy front end: exploring the context for innovation for different types of concepts at Volvo Cars; R&D Management 38 (1): 17–28.

[6] Smith; P.G.; Reinertsen; D.G.; 1991; Developing products in half the time; Van Nostrand Reinhold; New York.

[7] Verganti; R.; 1999; Planned flexibility: linking anticipation and reaction in product development projects; Journal of Product Innovation Management; 16 (4): 363–376.

[8] Cooper; R. G.; 1997; Fixing the Fuzzy Front End of the New Product Process. Building the Business Case; CMA Magazine; 71 (8): 21 –23.

[9] Kim; J.; Wilemon; D.; 2002; Focusing the fuzzy frontend in new product development; R&D Management; 32 (4): 269-279.

[10] Ernst; H.; 2002; Success factors of new product development: A review of the empirical literature; International Journal of Management reviews; 4 (1): 1-40.

[11] Salomo; S.; Talke; K.; Strecker; N.; 2008; Innovation field orientation and its effect on innovativeness and firm performance; Journal of Product Innovation Management; 25 (6): 560-576.

[12] Ahlert; D.; Backhaus; K.; Meffert; H.; 2001; Geschäftsmodelle im E-Business–Modethema odermehr?; Absatzwirtschaft; Sondernummer zum Deutschen Marketing-Tag 2001; Oktober: 32-44.

[13] Delmar; F.; Shane; S.; 2003; Does business planning facilitate the development of new ventures?; Strategic Management Journal; 24: 1165- 1185.

[14] Shane; S.; Delmar; F.; 2004; Planning for the market: business planning before marketing and the continuation of organizing efforts; Journal of Business Venturing; 19: 767-785.

[15] Bhide; A.V.; 2000; The Origin and Evolution of New Businesses; Oxford University Press; New York; NY.

[16] Camillus; J.; 1975; Evaluating the benefits of formal planning systems; Long Range Planning; 8 (3): 33- 40.

[17] Mintzberg; H.; 1994; The Rise and Fall of Strategic Planning; The Free Press; New York; NY.

[18] Langeley; A.; 1988; The roles of formal strategic planning; Long Range Planning 21 (3): 40-50.

[19] Boyd; B.K.; 1991; Strategic planning and financial performance: a meta-analytic review. Journal of Management Studies; 28: 353-374.

[20] Armstrong; J.; 1982; The value of formal planning for strategic decisions: review of empirical research; Strategic Management Journal; 3: 197-211.

[21] Bracker; J.S.; Keats; B.W.; Pearson; J.N.; 1988; Planning and financial performance among small firms in a growth industry; Strategic Management Journal; 9: 591-603.

[22] Campbell; D.; 1998; Task complexity: a review and analysis; Academic Management Review; 13 (1): 40- 52.

[23] Gruber; M.; 2007; Uncovering the value of planning in new venture creation: A process and contingency perspective; Journal of Business Venturing; 22: 782- 807.

[24] Landwehr; S.; 2005; Know-how-Management bei der Gründung innovativer Unternehmen; Deutscher Universitäts-Verlag/GWV Fachverlage; Wiesbaden.

[25] Porter; M. E.; 1998; Competitive Advantage. Creating and Sustaining Superior Performance; Fre Press; New York.

[26] Spring; M.; Araujo; L.; Service; services and products: rethinking operations strategy; International Journal of Operations and Production Management; 29: 444-47.

[27] Galbraith; J.R.; 2002; Organizing to deliver solutions; Organizational Dynamics; 31 (2): 194-207.

[28] Morris; M.; Schindehutte; M.; Allen; J.; 2005; The entrepreneur’s business model: toward a unified perspective; Journal of Business Research; 58: 726- 735.

[29] Timmers; P.; 1998; Business Models for Electronic Markets; Electronic Markets; 8 (2): 3-8.

[30] Stähler; P.; 2002; Geschäftsmodelle in der digitalen Ökonomie: Merkmale; Strategien und Auswirkungen; Josef Eul Verlag; Lohmar/Köln.

[31] Rentmeister; J.; Klein; S.; 2003; Geschäftsmodelle  ein Modebegriff auf der Waagschale; Zeitschrift für Betriebswirtschaftslehre (ZfB); Ergänzungsheft 1: 17- 30.

[32] Backhaus; K.; Voeth; M.; 2004; Besonderheiten des Industriegütermarketing; Backhaus; K.; Voeth; M. (eds.): Handbuch Industriegütermarketing: Strategien–Instrumente–Anwendungen; Wiesbaden; 2004: 4-21.

[33] Malleret; V.; 2006; Value creation through service offers; European Management Journal; 24 (1): 106- 116.

[34] Teece; D.J.; 2010; Business models; business strategy and innovation; Long Range Planning; Article in press.

[35] Tukker; A.; 2004; Eight types of product-service system: eight way to sustainabiltiy? Experiences from SusProNet; Business Strategy and the Environment; 13: 246-260.

[36] Windahl; C.; Andersson; P.; Berggren; C.; Nehler; C.; 2004; Manufacturing firms and integrated solutions: characteristics and implications; European Journal of Innovation Management; 7 (3): 218-228.

[37] Correa; H.L; Ellram; L.M.; Scavarda; A.J.; Cooper; M.C.; An operations management view of the services and goods offering mix; International Journal of Operations and Production Management; 27 (5): 444-463.

[38] Vargo; S.L.; Lusch; R.F.; 2008; From goods to service(s): divergences and convergences of logics; Industrial Marketing Management; 37 (3): 254-259