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Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

This study aims to explore the strategies of Xerox Corporation (Xerox) in the copier industry, as its inception to date. In particular, it examines the process of Xerox’s creating platform advantage (the capability to engender an increasing future and continuing success of new innovations or businesses). The study provides insights on Xerox’s pursuit of specific strategies in managing technological innovations in the midst of fierce market competition.

The research study uses a case study methodology to explore the strategic foresight of Xerox servitization. The study develops the new methodological tool to analyse the process of technology platform and business platform creation. The model can be applied to any industry to understand the pursuit of strategies in high-tech based market competition.

The analyses of Xerox’s strategies, as its inception to date, have revealed the process of platform creation (technology platform and business platform), which enabled Xerox to enjoy a continuing advantage. The results have shown that the pursuit of specific strategy is motivated by risk considerations as much as by a search for profit. Xerox has continually upgraded its platforms to get ready for the competition under the digital transformation of servitization.

The main contribution of this research study is the development of a new methodological framework, which can be used to analyse the process of platform creation in any industry. The new framework introduces a dynamic concept (rather than a static concept generally found in the previous literature) of technology and business platforms. This research study contributes to the body of knowledge in the areas of strategic management of innovation.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

Gillette’s historically successful “razor and blade” business model (RBM) has been a promising benchmark for multiple businesses across diverse industries worldwide in the past several decades. The extant literature deals with very few nuances of this business model notwithstanding the fact that there are several variants of this business model being put to practical use by firms in diverse industries in grossly metaphorically equivalent situations.

This study adopts the 2 × 2 truth table framework from the domains of mathematical logic and combinatorics in fleshing out all possible (four logical possibilities) variants of the razor and blade business model for further analysis. This application presents four mutually exclusive yet collectively exhaustive possibilities on any chosen dimension. Two major dimensions (viz., provision of subsidy and intra- or extra-firm involvement in the making of razors or blades or both) form part of the discussion in this paper. In addition, this study synthesizes and streamlines entrepreneurial wisdom from multiple intra-industry and inter-industry benchmarks in terms of real-time firms explicitly or implicitly adopting several variants of the RBM that suit their unique context and idiosyncratic trajectory of evolution in situations that are grossly reflective of the metaphorically equivalent scenario of razor and recurrent blades. Inductive method of research is carried out with real-time cases from diverse industries with a pivotally common pattern of razor and blade model in some form or the other.

Several new variants of the razor and blade model (much beyond what the extant literature explicitly projects) have been discovered from the multiple metaphorically equivalent cases of RBM across industries. All of these expand the portfolio of options that relevant entrepreneurial firms can explore and exploit the best possible option chosen from them, given their unique context and idiosyncratic trajectory of growth.

This study has enriched the literature by presenting and analyzing a more inclusive or perhaps comprehensive palette of explicit choices in the form of several variants of the RBM for the relevant entrepreneurial firms to choose from. Future research can undertake the task of comparing these variants of RBM with those of upcoming servitization business models such as guaranteed availability, subscription and performance-based contracting and exploring the prospects of diverse combinations.

Smart entrepreneurial firms identify and adopt inspiring benchmarks (like razor and blade model whenever appropriate) duly tweaked and blended into a gestalt benchmark for optimal profits and attractive market shares. They target diverse market segments for tied-goods with different variants or combinations of the relevant benchmarks in the form of variegated customer value propositions (CVPs) that have unique and enticing appeal to the respective market segments.

Value-sensitive customers on the rise globally choose the option that best suits them from among multiple alternatives offered by competing firms in the market. As long as the ratio of utility to price of such an offer is among the highest, even a no-frills CVP may be most appealing to one market segment while a plush CVP may be tempting to yet another market segment simultaneously. While professional business firms embrace resource leverage practices consciously, amateur customers do so subconsciously. Each party subliminally desires to have the maximum bang-to-buck ratio as the optimal return on investment, given their priorities ceteris paribus.

Prior studies on the RBM have explicitly captured only a few variants of the razor and blade model. This study is perhaps the first of its kind that ferrets out many other variants (more than ten) of the razor and blade model with due simplification and exemplification, justification and demystification.

The growth of organized labor during the latter part of the nineteenth century triggered an organizational impulse on the part of employers across the country. Although some employers’ associations began as “negotiatory” bodies engaged in collective bargaining, the vast majority of them shifted toward a more “belligerent” approach. Academic scholarship has generally focused on the belligerents at the national level. Recently, some scholars have begun to study organized employers at the community level, but they continue to feature the more typical staunchly anti-union associations. This study of Columbus, Ohio's master printers’ association reveals a different pattern of local labor relations during the years between 1887 and 1960 – an association that had generally smooth bargaining relationships with craft unions. Columbus’ conservative and sheltered economy enabled the longstanding cooperative shared printing craft culture to thrive. But changes in Columbus’ economy, shifts in larger patterns of industrial relations, the hard-line influence of the national employers’ association, and technological changes altered the context of local labor relations. The result was that, by 1960, the Columbus association sought the upper hand in labor relations by becoming a more traditional and belligerent employers’ association. This story of “latecomers” adds to our understanding of organized employer behavior under different historical periods and circumstances.

This paper aims to investigate how firms such as Xerox, which have transitioned to a digital servitization business model, bridge relational asymmetry. It continues the theme of sustainability from the traditional three pillars—environmental, economic and social sustainability—to relational in terms of the quality of the relationship between the service provider and the customers.

Using an exploratory method, qualitative data from the case of Xerox, a pioneering company that embraces servitization business models, has been gathered. The combination of exploratory archival and literature searches allows for a more in-depth understanding of servitization and how it bridges (or does not bridge) the relational asymmetry.

The results reveal that a relational dimension is inherent in the servitization business model, whereas in order to achieve sustainability, it must leverage transparency, which may be either an enabler or an impairing factor. A borderline for a transparent relationship that distinguishes these two parameters is established.

The study's single-case firm was limited to Xerox as an industry forerunner and could only represent mature and multinational enterprises.

With the purpose of providing high-quality service, this exploratory paper gives managers rational insight into whether and when it is sustainable to fill the relational asymmetry between them as service providers and their customers.

From the relational asymmetry perspective, the authors shed light on the aspect of transparency, which is a pivotal cause of any asymmetric relationship. Through the case of Xerox, the study further sheds light on the dual effect of transparency, which could either be an “enabling” or an “impairing” factor. Putting it together, the use of interaction as a basis for co-creation is at the crux of the emerging reality.

This paper examines servitization from a new perspective, proposing that the relational asymmetry bridged by servitization will determine the future of organizations that differentiate themselves through quality relationships.

The ‘Office of the Future’, ‘Office Technology’, ‘Word Processing’, ‘Electronic Mail’, ‘Electronic Communications’, ‘Convergence’, ‘Information Management’. These are all terms included in the current list of buzz words used to describe current activities in the office technology area. Open the pages of almost any journal or periodical today and you will probably find an article or some reference to one or more of the above subjects. Long, detailed and highly technical theses are appearing on new techniques to automate and revolutionize the office environment. Facts and figures are quoted ad nauseam on the high current cost of writing a letter, filing letters, memos, reports and documents, trying to communicate with someone by telephone or other telecommunication means and, most significant of all, the high cost of people undertaking these never‐ending tasks. The high level of investment in factories and plants and the ever‐increasing fight to improve productivity by automating the dull, routine jobs are usually quoted and compared with the extremely low investment in improving and automating the equally tedious routine jobs in the office environment; the investment in the factory is quoted as being ten times greater per employee than in the office. This, however, is changing rapidly and investment on a large scale is already taking place in many areas as present‐day inflation bites hard, forcing many companies and organizations to take a much closer look at their office operations.

Magnetic tape units provide personal computer users with an economical and simple method to safeguard files stored on hard disks. We will take a look at currently‐available tape units, but first it seems appropriate to describe briefly the role these units play, and to consider some alternative types of equipment.

The purpose of this paper is to present an exhaustive review of research studies and activities in the inkjet printing of conductive materials.

This paper gives a detailed literature survey of research carried out in inkjet printing of conductive materials.

This article explains the inkjet printing process and the various types of conductive inks. It then examines the various factors that affect the quality of inkjet printed interconnects such as printing parameters, materials and substrate treatments. Methods of characterising both the inkjet printing process and the electrical properties of printed conductive materials are also presented. Finally relevant applications of this technology are described.

Inkjet printing is currently one of the cheapest direct write techniques for manufacturing. The use of this technique in electronic manufacturing, where interconnects and other conductive features are required is an area of increasing relevance to the fields of electronics manufacturing, packaging and assembly. This review paper would therefore be of great value and interest to this community.