Advantages of Time-Based New Product Development in a Fast-Cycle Industry

Datar, Srikant M.; Jordan, Clark; Kekre, Sunder; Rajiv, Surendra; Srinivasan, Kannan

doi:10.2307/3152063

Cited by 56 publications

(17 citation statements)

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“…As a result, we employ the two-limit Tobit model (Heckmann 1979). This Tobit modeling has been applied by Datar et al (1997) The log likelihood function is specified as: Note: because advertising and promotion efficiency results are truncated values with censored distribution based upon linear programming modelling, Tobit regression is employed to test hypotheses. Random unobserved heterogeneity models are estimated to test results robustness.…”

Section: Advertising and Promotion Efficiency Resultsmentioning

confidence: 99%

Neglected Outcomes of Customer Satisfaction

Luo

Homburg

2007

Journal of Marketing

364

222

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Weitere Arbeitspapiere finden Sie auf unserer Internet-Seite: www.imu-mannheim.de Homburg / Luo Neglected Outcomes of Customer Satisfaction AbstractAlthough there is significant evidence that customer satisfaction is an important driver of firm profitability, extant literature has largely neglected two intermediate outcomes of customer satisfaction -a firm's advertising and promotion efficiency and its human capital performance. Based on longitudinal analyses of large-scale secondary data from multiple sources, the authors find that customer satisfaction boosts the efficiency of future advertising and promotion investments. This finding can be explained by the possibility that customer satisfaction generates free word-of-mouth advertising and saves subsequent marketing costs. In addition, customer satisfaction has a positive influence on a company's excellence in human capital (employee talent and manager superiority). This finding is highly novel, indicating that human resources managers should have a strong interest in customer satisfaction as well. Finally, the moderating influence of market concentration on both relationships is investigated.The uncovered results have important implications for marketers in their dialogue with financial executives and human resources managers.

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Section: Advertising and Promotion Efficiency Resultsmentioning

confidence: 99%

Neglected Outcomes of Customer Satisfaction

Luo

Homburg

2007

Journal of Marketing

364

222

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“…One of the important determining factors of competitiveness is the periodic development of new products which can fulfill the market's demands. According to Datar et al (1997), the companies which are able to offer new high-quality products to the market faster than their competitors will receive a larger economic profit. In this case, the companies must innovate continuously in order to maintain its competitiveness sustainably.…”

Section: Introductionmentioning

confidence: 99%

Collaborative Networks as a Source of Innovation and Sustainable Competitiveness for Small and Medium Food Processing Enterprises in Indonesia

Najib¹,

Dewi²,

Widyastuti³

2014

IJBM

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Collaborative Networks give an opportunity to Small and Medium Enterprises to conduct the learning process, transfer knowledge and technology, and increase organizational capacity as a pre-requisite for sustainable innovation development. The aim of this study is to discover the relationships between Collaborative Networks and Innovation, between Innovation and Competitiveness, and between Collaborative Networks and Competitiveness. This study used the Structural Equation Modelling with Partial Least Square as the tool for analysis. Forty respondents were interviewed. The respondents were food-processing Small and Medium Enterprises which had innovations and were located in Bogor, Sukabumi, and Bandung District.The results of the study showed that Collaborative Networks influence innovation but do not have significant effect on sustainable competitiveness, whereas the innovations done by Small and Medium Food Processing Enterprises in West Java will increase sustainable competitiveness.

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“…In order to evaluate the attractiveness of such process improvements, the value of time must be estimated: what is it worth to the organization to gain one week in time-to-market? Models of the value of time exist (e.g., [3,9,26]), but not in sufficiently operational form to be used for the evaluation of improvements in the ECO process. This is an important area of future research.…”

Section: Opportunities For Improvement: Summarymentioning

confidence: 99%

Accelerating the process of engineering change orders: capacity and congestion effects

Loch¹,

Terwiesch²

1999

Journal of Product Innovation Management

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Engineering change orders (ECOs) are important drivers of development costs and lead time. This article analyzes the process of administering engineering change orders in the case of the climate control system development within a large vehicle development project. This administrative process encompasses the emergence of a change (e.g., a problem or a market-driven feature change), its management approval, and final implementation. Despite strong time pressure, this process can take several weeks, several months, and, in extreme cases, even over 1 year. Such a long lead time is especially remarkable as the actual processing time for the change typically does not exceed 2 weeks. Based on our case study, we develop an analytical framework that explains how such an extreme ratio between theoretical processing time and actual lead time is possible. The framework identifies congestion, stemming from scarce capacity coupled with processing variability, as a major lead time contributor. We outline five improvement strategies that an organization can use in order to reduce ECO lead time, namely, flexible capacity, balanced workloads, merged tasks, pooling, and reduced setups and batching. AbstractEngineering change orders (ECOs) are important drivers of development costs and lead time. This article analyzes the process of administering engineering change orders in the case of the climate control system development within a large vehicle development project. This administrative process encompasses the emergence of a change (e.g., a problem or a market-driven feature change), its management approval and final implementation. Despite strong time pressure, this process can take several weeks, several months, and, in extreme cases, even over a year. Such a long lead time is especially remarkable as the actual processing time for the change typically does not exceed two weeks. Based on our case study, we develop an analytical framework that explains how such an extreme ratio between theoretical processing time and actual lead time is possible. The framework identifies congestion, stemming from scarce capacity coupled with processing variability, as a major lead time contributor. We outline five improvement strategies which an organization can use in order to reduce ECO lead time, namely flexible capacity, balanced workloads, merged tasks, pooling, and reduced set-ups and batching.

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Advantages of Time-Based New Product Development in a Fast-Cycle Industry

Cited by 56 publications

References 0 publications

Neglected Outcomes of Customer Satisfaction

Neglected Outcomes of Customer Satisfaction

Collaborative Networks as a Source of Innovation and Sustainable Competitiveness for Small and Medium Food Processing Enterprises in Indonesia

Accelerating the process of engineering change orders: capacity and congestion effects

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