Product lifecycle management through innovative and competitive business environment

Abstract

Product Lifecycle Management (PLM) is the process of managing the whole life cycle of a product starting from generating an idea, concept description, business analyzes, product design and solution architecture and technical implementation, to the successful entrance to the market, service, maintenance and product improvement. At present, a wide range of stakeholders including consumers, regulators, shareholders and public bodies are demanding that companies address product management through all life cycle in a more comprehensive and sustainable way. However, even if a company actually wishes innovate its processes for improving the way to account for project management, it will face relevant difficulties to deal with different guidelines, tools and methods currently addressing the matter from various points of view. The purpose of this paper is to review literature on PLM from an operational point of view with the objective to help companies to answer to the main market needs

Factors that influence product life cycle management to develop greener products in the mechanical industry

“…Moreover, it is critical to incorporate product technology. A product that is highly differentiated and incorporates production innovations is more likely to be successful than one that does not (Gecevska et al 2010). Nisson and Fagerström (2006) have argued that the development of a balanced product requires the consideration of not only stakeholders' opinions, but customers' opinions as well.…”

Dynamic Analysis of Product Lifecycle and Sea/Air Modal Choice: Evidence of Export from Japan1

“…He bridged these modal choice behaviors with the product lifecycle theory. Gecevska et al(2010) stated that SCM was one of the operations that should be managed as a part of the product lifecycle management (PLM) across a business. Since logistics activities are deeply related to SCM, the modal choice of export plays an important role in PLM.…”

Integrating technology acceptance model and organizational innovativeness in the adoption of mobile commerce

“…To date, much of the literature on mobile commerce adoption placed emphasis on customer innovativeness without much effort being directed towards firm innovative capacities. Whereas, product success is largely dependent on firms' ability to constantly stimulate innovative ideas, and compete favorably with customer-oriented products with stylish yet aptly functional contents (Gecevska et al, 2010). In spite of the imperative for firms to continually develop e-commerce delivery processes for competitive advantage (Patricio et al, 2008), we remain largely uninformed about the effect of firms' product innovativeness to aid consumer decision making to adopt mobile transactions.…”