Umgang mit Komplexität in der Produktentwicklung – Komplexitätsbeherrschung durch Variantenmanagement

Thiebes, Florian; Plankert, Nicole

doi:10.1007/978-3-658-01284-7_8

Cited by 9 publications

(3 citation statements)

References 8 publications

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“…The key partners represent those stakeholders who implement the USP activities together with the company. In doing so, the key resources support the company's value proposition, monetary revenue streams and customer relationships (Osterwalder & Pigneur, 2011;Rintamäki & Saarijärvi, 2021;Thiebes & Plankert, 2014).…”

Section: Methodsmentioning

confidence: 99%

“…These changes relate to an enormous innovation dynamic on the one hand and a considerable customer focus on the other. Both of the latter circumstances lead to the need to illuminate the realignment of the product and service portfolio at a strategic level (Ferlito & Faraci, 2022;Jin, et al, 2022;Kesting & Scherenberg, 2022;Thiebes & Plankert, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The essential business model characteristics primarily include a holistic customer orientation. This orientation refers to all internal processes and activities as well as to the organisational product and service portfolio (Thiebes & Plankert, 2014) of the company. Accordingly, a further business model feature in the form of a (sustainable) value and benefit proposition goes hand in hand with meeting the individual needs and concerns of customers (van Boerdonk, et al, 2021).…”

Section: Source: Own Illustrationmentioning

confidence: 99%

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Research background and context: Megatrends, new technologies, increasing customer demands and current challenges in the VUCA world are changing established business models in the German healthcare sector. The global Corona pandemic, which broke out at the beginning of 2020, is seen as a catalyst for the digital transformation of organisations to ensure innovation and competitiveness. Purpose/objectives: This research contribution is intended to show organisations how the digital transformation can be shaped. A sustainable further development of the business model is the key to success. Through the intelligent selection of business model characteristics, added value should be generated for the (stationary) medical supply store. Design/research methodology: In his research project, the author combined secondary data on business models and expert interviews to develop a process model. Findings, originality/value and possible practical implications: In times of disruptive change, serious impacts on established business models will become increasingly common and strategically challenging for companies. Organisations need to understand the most important value drivers for their business, as they have a significant impact on the success of the business model. A digital accompaniment of the customer in the use of the medical product or service is indispensable today. At the same time, the holistic understanding of the customer influences the profiling of the company

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Section: Methodsmentioning

confidence: 99%