A Risk-Benefit Perspective on Early Customer Integration by Christoph Kausch

By Christoph Kausch

Customer integration within the early innovation part has been thought of the tactic of selection in concept and perform. transforming into adventure with the concept that has proven unforeseen uncomfortable side effects which can even outweigh its well-known benefits. accordingly, administration has to be capable of examine upfront no matter if the involvement of consumers will upload total price to every specific innovation venture. To aid yet to not substitute the ultimate managerial determination, a mathematical formulation is constructed. it may be utilized to all types of procedure constructions, takes into consideration the hazards and merits contingent on a company's scenario in addition to risk-reducing and benefit-increasing measures and interprets them into numerical values. The ensuing determine exhibits the possible worth of purchaser integration in a particular venture.

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The main idea – and the reason why the picture of a funnel was chosen – is that at the outset of the innovation process a wide opening for all kinds of challenges and opportunities has to be provided, whereas the necessary concentration on just a few concepts asks for an elimination process by which only the most promising ideas pass through the narrow final opening prior to serial production. In the first phase, which comprises idea generation and concept development, all persons involved are encouraged to come up with more and better ideas (Kobe 2001: 59).

2000: 23). With customer integration, it is obvious that only persons and not companies are considered, but these persons may act on their own as individual customers or as representatives/employees of organizations/other companies. In the course of this research, various types or categories of customers will play an important role. Distinction with regard to the manner of use Users often differ considerably regarding the frequency and intensity of product use. A "normal" customer uses a product for a special private purpose and with changing, rather low intensity (Kohn and Niethammer 2002).

Focus groups are normally used for identifying search fields, but they can also contribute valuable insights in the concept definition phase (McQuarrie and McIntyre 1986). Problem analysis, in contrast to the Focus Group concept, is not about finding solutions for recognized problems but about finding problems in the first place. 3 Customer integration 39 when using a certain product. The identified problems give a clue about customer needs, thus instigating innovative solutions. Three types of Problem analysis have been established: the Problem Detection System (Fornell and Menko 1981), the Opus Analysis (Winiger 1986), and the Problem Inventory Analysis (Tauber 1975).

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A Risk-Benefit Perspective on Early Customer Integration by Christoph Kausch
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