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This paper develops an optimal service design model by combining a conjoint analysis‐based optimal product design model from marketing with capacity and demand management…
This paper develops an optimal service design model by combining a conjoint analysis‐based optimal product design model from marketing with capacity and demand management strategies from operations management to determine a profit maximizing service facility. It extends optimal product design models to services by specifically modeling the interactive relationship between potential attractiveness of a service, capacity and waiting times. Additionally it extends current capacity‐demand operations models by modeling the impacts of different capacity/demand matching strategies in a competitive market. Combining these two perspectives provides a more direct link between customer perceptions of various service attributes, including waiting time and profitability. An example is shown where the model is applied to an existing ski resort. Data are incorporated from resort management, existing customers, potential customers and industry experts to determine the profit maximizing mix of capacity and demand management strategies for an actual ski resort. The results show that important insights about profit maximization are gained from a model that captures the effects of capacity and demand management strategies.
Examines the concept of marketing myopia, its differentexplanations and types. Organizes the four types of marketing myopiainto a classification scheme, suggesting a new…
Examines the concept of marketing myopia, its different explanations and types. Organizes the four types of marketing myopia into a classification scheme, suggesting a new perspective which can produce innovative marketing strategies. Recommends five steps towards becoming an innovative firm: a generic firm/industry view, other‐industry monitoring, benchmarking, recruitment of marketers, and a flexible approach to problems.
The purpose of this research is to (1) examine the relationship between pre‐search decision making and external information seeking in consumer durable purchases and (2…
The purpose of this research is to (1) examine the relationship between pre‐search decision making and external information seeking in consumer durable purchases and (2) to construct consumer profiles corresponding to the different levels of pre‐search decision making. The term “pre‐search decision making”is used to denote those decisions that consumers make before they actively start searching for (and collecting) information on product alternatives. The latter process is referred to here as “external information seeking.”
This paper introduces some of the elements of Knowledge Management and outlines the approaches RM Consulting ‐ the internal consultancy of the Royal Mail and the Post…
This paper introduces some of the elements of Knowledge Management and outlines the approaches RM Consulting ‐ the internal consultancy of the Royal Mail and the Post Office ‐ is taking to support the development of knowledge enablers within the organization. A Knowledge Management approach is described which focuses on people (including the organizational structure), processes and technology. The initial Knowledge Management focus of the organization is aimed principally on explicit knowledge, and the establishment of tools which help to capture internal information. The long‐term challenge is to capture the knowledge of the organization in such a way that all of its employees can maximize the value they provide to the organization’s stakeholders.
Encyclopædia Britannica was the leading provider of encyclopedias in the English language, but after sales declined rapidly in the early 1990s the company was forced to…
Encyclopædia Britannica was the leading provider of encyclopedias in the English language, but after sales declined rapidly in the early 1990s the company was forced to file for bankruptcy. Many different organizational and market factors contributed to this crisis, such as the diffusion of the PC, the invention of Encarta, the technical challenges of moving text to electronic formats, and the difficulties of inventing a new format while also operating the leading seller of books. Looking back, what could the company have done differently?
To illustrate important themes on a leading firm's response to technical opportunities and threats; teach students about technological waves, technological disruption, and different concepts of obsolescence; and examine strategic concepts such as attacker's advantages and skunk works.
Present research on Concurrent Engineering (CE) mainly focusses on technological aspects like information sharing, and common communication platforms, or coordination…
Present research on Concurrent Engineering (CE) mainly focusses on technological aspects like information sharing, and common communication platforms, or coordination systems such as CE-Tools like CAD, CAM, DFA or QFD. In the European context, the implementation of Concurrent Engineering certainly involves changes of organizational management and people. traditional way of work. For the success of Concurrent Engineering, organizational, managerial and human issues are very important.
This chapter presents the results of a current research project that is being carried out at the Chair and Institute of Industrial Engineering and Ergonomics of the University of Technology in Aachen, Germany. It shows the results of a study about cross functional teams in a Concurrent Engineering environment. Based on a multi-dimensional model of self directed work organization for teams in Concurrent Engineering, preconditions were generated to design and develop learning organizations which use Concurrent Engineering. Based on this team model for a learning organization in CE, requirements for soft skill qualification for team members were developed.
In the core of the Concurrent Engineering Team research, there are three levels: individual issues, team issues and organizational issues. Individual issues focus on the differences among team members that may influence the cooperation in the team (different specialization, different work departments, different values, different socializations etc.). The team level issue focusses on the internal management of a CE team (goal system, distribution of tasks, sharing of team rules, interaction style, interpersonal relations, team leadership etc.). Finally, the organizational level can be regarded as a team-external support environment for team management (management, commitment and involvement, empowerment of the team leader etc.). The individual and organizational levels influence the team level factors.
But cross functional organization effectiveness in a Concurrent Engineering environment is more than the design of teams. The implementation of Concurrent Engineering must change the whole organization. An effective organization can be based on eight principles of the Learning Organization, as pointed out by Senge or Probst. The objective for the design of this organization is to be self-organized.
To reach these principles in a CE team environment, the involved team members must be qualified to be prepared for new work in a crossfunctional organization. A soft skill qualification system for Concurrent Engineering will be presented at the end of the research project. Contents of this qualification model include communication in teams, techniques of group discussion and project management.