A Risk-Benefit Perspective on Early Customer Integration by Christoph Kausch

By Christoph Kausch

Customer integration within the early innovation part has been thought of the strategy of selection in concept and perform. becoming adventure with the concept that has proven unforeseen unwanted effects that can even outweigh its famous merits. for that reason, administration has to be capable of verify upfront no matter if the involvement of consumers will upload total price to every specific innovation undertaking. To aid yet to not exchange the ultimate managerial determination, a mathematical formulation is built. it may be utilized to all types of approach constructions, takes into consideration the dangers and advantages contingent on a company's scenario in addition to risk-reducing and benefit-increasing measures and interprets them into numerical values. The ensuing determine shows the potential price of shopper integration in a selected undertaking.

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Developing and testing prototypes (the latter being done by customers as well). 3 Customer integration uc tio n Prototype Development and Testing Observation Empathic Design Solution Finding Data Collection Reflection and Analysis Source: according to Leonard and Rayport (1997) and Koen, Ajamian et al. (2002) Fig. 8. Elements of the Empathic Design method The Ulwick method first came into use in 2002. On observing the innovation process in various companies, Ulwick (2002) discovered that many innovative products failed in the market although customers had been involved in the concept development.

Normally, though, a company will attempt to discover possibilities for radical innovations, because they usually are more profitable. Additional time This risk refers to the increase in time to be spent on innovation activities due to customer integration; the short form additional time has become an established term (Campbell and Cooper 1999). The modern methods of market research, requiring stronger customer participation such as the Empathic Design method or Focus Group discussions, presuppose a careful selection of the participating customers in order to reach meaningful results, and this selection process takes time.

4. New Concept Development Model by Koen, Ajamian et al. (2001: 47) The Customer-oriented Concept Development Model by Gassmann, Kausch and Enkel (2006a) With the main focus on customer integration rather than on technical or organizational processes, the authors, combining Koen’s New Concept Development model (Koen et al. 2001) with the imperative necessity of knowledge creation (Jonash and Sommerlatte 2000: 22), have developed a circular model with five sub-phases (Gassmann et al. 2006a). The first phase, Opportunity Identification and Analysis, centers on finding and selecting opportunities.

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