Academic literature on the topic 'New products. Product management. Small business'
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Journal articles on the topic "New products. Product management. Small business"
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Freeman, Ina. "Inventory Planning In Small Business." Journal of Business Case Studies (JBCS) 4, no. 2 (June 27, 2011): 95. http://dx.doi.org/10.19030/jbcs.v4i2.4759.
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This article is about an inexpensive and easily adaptable inventory maintenance system developed specifically for small business using the commonly available Microsoft Office Excel program. This paper discusses a new system for inventory management that was developed in conjunction with a small business to determine the value, volume, and contribution margins of the product mix. Other entrepreneurs have subsequently used this system for decision-making concerning the allocation of scarce resources, inventory items stocked, determination of the profitability of individual businesses, and the future potential of the business. Inventory in small business is a concern for a number of reasons including: existing management systems are expensive; turnover is a major factor in profitability; and profitability is directly attributable to stocking a saleable product mix. Entrepreneurs must optimize their resources to engender profitability and stability by selling sufficient quantities of desirable products at acceptable prices.
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Lv, Hong Bo, Ping Chen, and Qi Feng Wang. "Research on Knowledge Management Oriented Product Features Knowledge Reconfiguration in Discrete Enterprise." Advanced Materials Research 102-104 (March 2010): 288–91. http://dx.doi.org/10.4028/www.scientific.net/amr.102-104.288.
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Product knowledge reuse is more emphasized by discrete enterprises nowadays. But their small batches, multi-product, and high frequency new products development restricts them to reuse this. Analyze demands of knowledge reconfiguration in discrete enterprise. Propose a product feature based mathematical expression. Promote knowledge nodes of product-feature-model. Then use these models to fulfill KR process in KMS. Increase discrete enterprise’s adaptability and creativity in the nowadays rapidly changing-competitive business environment.
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Athaide, Gerard A., Jason Q. Zhang, and Richard R. Klink. "Buyer relationships when developing new products: a contingency model." Journal of Business & Industrial Marketing 34, no. 2 (March 4, 2019): 426–38. http://dx.doi.org/10.1108/jbim-02-2018-0091.
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Purpose The purpose of the paper is to develop and test a contingency model of buyer involvement when developing new products in technology-based industrial markets. Information Dissemination and degree of product co-development are identified as two behavioral dimensions of seller–buyer relationships. Further, the paper proposes that perceived buyer knowledge, innovation discontinuity, product customization and technological uncertainty moderate the impact of the behavioral dimensions on sellers’ relationship satisfaction. Design/methodology/approach The paper uses moderated regression on a data set of 296 small and mid-sized firms in a variety of high-tech industries to test relevant hypotheses. Findings The authors find that sellers can enhance relationship satisfaction by engaging in either unilateral or bilateral relationships. This is important because sellers have to be judicious in expending their relationship resources. While information dissemination is more satisfying when targeting less knowledgeable buyers, product co-development enhances satisfaction when targeting more knowledgeable buyers. Similarly, information dissemination can enhance satisfaction for discontinuous innovations; in contrast, product co-development has a similar outcome for customized products. However, when technological uncertainty is high, such co-development leads to reduced satisfaction. Originality/value Extant literature provides useful insights on the behavioral dimensions of seller–buyer relationships, the antecedents and consequences of such relationships and the stages of the new product development process when such relationships are more valuable. Despite this progress, important gaps remain in current understanding of seller–buyer relationships. In particular, findings regarding the contribution of relationships to desired outcomes are inconsistent. This suggests that important moderators of the relationship–outcomes link are being overlooked and warrant greater attention. This paper addresses this deficiency.
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Lin, Yun-Sheng, and Mingchih Chen. "Implementing TRIZ with Supply Chain Management in New Product Development for Small and Medium Enterprises." Processes 9, no. 4 (March 31, 2021): 614. http://dx.doi.org/10.3390/pr9040614.
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Due to the impact of globalization, the competition between enterprises has become fierce and led the supply chains of many industries to be reorganized. One of the consequences is that the operation of many small and medium enterprises (SMs) had become very difficult. Hence, many of SMEs in Taiwan have gone bankrupt and some of them have moved to other places where they have lower production costs, in order to survive; this not only hollowed out the industries but also disconnected the supply chains in their mother countries. Because Taiwan’s SMEs are generally poor in innovation, this study explored the implementation of the theory of inventive problem-solving (TRIZ) with alignment of new product development (NPD) and supply chain management (SCM) to strengthen the innovation and productivity of new products, so that SMEs can refer to its use to aid sustainable business operation. We considered an SME in Taiwan as a case to study and investigate the strategies that it employed to achieve survival and sustainability. By examining the practical applications of the NPD of the case company, which was based on the TRIZ and NPD SCM alignment, we found that value-added products may be created despite unfavorable industry environments, by implementing and coordinating the TRIZ and three product-related variables, namely innovating, modularity, and variety. This study explored practical alternatives for SMEs to develop various value-added products that meet customers’ changing requirements and succeed in competitive markets to achieve a sustainable business operation. Considering SMEs are crucially important to the economic equality and development of countries and that SMEs may only survive for a short time when operating in changing supply chain environments, this study can be used as a reference for the management of SMEs and future academic research in related fields.
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Subrahmanya, M. H. Bala. "Technological Innovations in Small Firms in the North-East of England." International Journal of Entrepreneurship and Innovation 2, no. 3 (October 2001): 141–52. http://dx.doi.org/10.5367/000000001101298891.
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In the north-east of England technological innovations by small firms follow a broad pattern in terms of dimensions, causal factors and sources of innovation. Product innovators owe their innovations largely to management motivation and growth ambition. They perceive the need for a particular product in the market and work towards its development in-house. Internal technical capability is decisive. Thus, product innovations emerge due to internal factors. The innovative products are patented and exhibited in national and international exhibitions and advertised in professional journals. As a result, the firms export a considerable share of their output and grow larger. Such firms are ‘offensive’ or ‘proactive’ innovators. They are innovation leaders. Incremental innovators either substitute a raw material to produce an existing product, or change the product shape/dimension/design on their own initiative or in response to their customers. Some upgrade their existing machinery or acquire new machinery for expansion or product diversification. Others introduce existing products due to customer demand or to enable further growth. They are decisive in their incremental innovations. The companies upgrade their technology or skills and change product shape, dimension or design with external support. In-house R&D is largely absent. Thus, incremental innovators emerge due to external factors. These firms are ‘defensive’ or ‘reactive’ innovators. They are innovation followers.
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Ben Sita, Bernard, and Salah Abosedra. "Volatility Spillovers: Evidence On U.S. Oil Product Markets." Journal of Applied Business Research (JABR) 28, no. 6 (October 25, 2012): 1237. http://dx.doi.org/10.19030/jabr.v28i6.7339.
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<span style="font-family: Times New Roman; font-size: small;"> </span><p style="margin: 0in 0.5in 0pt; text-align: justify; mso-pagination: none;" class="MsoNormal"><span lang="EN-CA" style="color: black; font-size: 10pt; mso-themecolor: text1; mso-ansi-language: EN-CA;"><span style="font-family: Times New Roman;">This paper provides evidence on the lead, the contemporaneous and the lagged transmission mechanism of extreme shocks across energy products. Our findings reveal a weak leadership of crude oil in guiding hedgers against risk that is specific to natural gas whose changes show a weak reliance on changes in crude oil. Moreover, our findings are consistent with the competitive use of energy products. It follows that substitutability characterizes the relationship between heating oil and natural gas when extreme standardized shocks are considered.<span style="mso-spacerun: yes;"> </span></span></span></p><span style="font-family: Times New Roman; font-size: small;"> </span>
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Terziev, Venelin, and Redon Koleci. "COSTS OF DEVELOPMENT OF NEW PRODUCTS." Knowledge International Journal 34, no. 5 (October 4, 2019): 1313–16. http://dx.doi.org/10.35120/kij34051313t.
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The successful management of costs in the development of new products in small and medium-sized enterprises in the Western Balkans is being developed in agriculture. Effective cost management in the development of new products in small and medium-sized enterprises has serious and direct implications for the efficiency of the enterprises themselves. The appeal for the production of vegetables arises from the need to analyze the management of costs as one of the basic conditions for increasing the efficiency of business entities, with particular emphasis on small and medium-sized enterprises as a major driver of economic activity and economic development. Specifically, the purpose of the vegetable industry is to define and analyze the correlation between the successful management of costs in developing new products and the efficiency of small and medium-sized enterprises in the Western Balkans. Modern working conditions, characterized by dynamic structural changes, continuous growth and development of modern technology, internationalization and globalization of markets, increasing the global competitiveness of companies, fragmentation of the market and increased insecurity developing a dynamic and relatable sector as small and medium sized as possible. The idea that big companies tend to grow into big systems that are followed by technological development, why they have high efficiency and productivity and a great deal of leverage on the world markets, has prevailed. Namely, you have been a challenge to globalized economies and at the same time a possibility for economic development and prosperity, but with the changes in working conditions and the deepening of the crisis of big companies in the world, since the end of the 1980s, the economic policies of the last century started to take a serious interest in small business development, industrial competitiveness, restructuring and privatization. In the 1980s, turbulent changes occurred in the functioning of the economic systems of individual national economies to dismantle socialist systems and lay the foundations for a stable democratic society (capitalism). The crisis affecting the financial markets, followed by the high interest rates on the ears, has increased the imminence of the emergence of small and medium-sized enterprises and the level of importance for the internal economy, according to the level of financial structure. During this period, the first in the SAD was a shaky liberal and institutional environment that slowly reflected on the expansion of these entities, and such conditions underwent expansion in other lands as well, when ownership of the activity began. Because of this, the vegetable period will be remembered because of the strong effect of entrepreneurial reconstruction, and the economic science further points to the importance of small and medium-sized enterprises, as carriers of restructuring of economic systems, as well as their own generative capacity, new recruits and mobilizers of all factors of production. Undoubtedly, one of the main characteristics of modern market savings is that small and medium-sized companies represent a club factor for level of functionality and efficiency. In this sense, they represent the true engines of economic development, because, therefore, in the vegetable industry, special attention is paid to the development of this dust, and the consciousness’s and conclusions that are expected to have a meaningful implication are the implications.
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Azanedo, Lucia, Guillermo Garcia-Garcia, Jamie Stone, and Shahin Rahimifard. "An Overview of Current Challenges in New Food Product Development." Sustainability 12, no. 8 (April 21, 2020): 3364. http://dx.doi.org/10.3390/su12083364.
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New product development (NPD) is essential for business success and growth. High- to medium-technology manufacturing sectors have introduced standard models. The adaptation of these systematic NPD procedures supported by appropriate decision support tools has provided significant benefits in production cost, product quality and supply chain availability. However, the challenges involved in NPD of food are rapidly increasing due to consumer demand for organic and healthy diets, in particular, more nutritious low-calorie food, and preference for customised and personalised food products. This has resulted in a proliferation of new varieties, types and shapes of food products that are constantly introduced. Most of these new products are developed based on company-specific ad hoc NPD procedures, within small to medium enterprises that form the biggest proportion of food producers in most developed countries. This highlights a need for further research into novel NPD methods and tools in the food sector. This communication provides an overview of the NPD processes, analyses their strengths and shortcomings and outlines critical missing capabilities for food manufacturers in specific.
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Palaniswamy, Usha, and Zafar Bokhari. "(156) New Entrepreneurial Approach: A Model for Asian Herbal Products with Small Business Management Strategies." HortScience 40, no. 4 (July 2005): 1064C—1064. http://dx.doi.org/10.21273/hortsci.40.4.1064c.
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The important effect of dietary factors on health status has been recognized since antiquity. Since the discovery of the beneficial effects of dietary phytochemicals and bioactives, a new dimension of foods have emerged in the market. These “functional foods” are being developed by all major food companies and new ones are regularly brought into the market. While developing new functional foods and nutraceuticals, the association and identification of such foods and beverages with traditional foods and medicinal preparations, and/or popular forms of existing products are bound to bring long-standing consumer acceptance, which is an important desirable factor in sales and marketing. Following this concept, Zafi Beverages, Inc., Chicago, is developing a new line of functional products (new herbal teas and energy drinks). Zafiis also introducing a unique marketing and distribution system to create a new team of entrepreneurs, providing an excellent opportunity for growth in sales and marketing to new entrepreneurs. It targets ethnic entrepreneurs by offering an opportunity to use their networking abilities and be part of an exciting new partnership in the new host country, as well as a strategic business plan. The ethnic entrepreneurs are also constantly in contact with their consumers by virtue of the existing ethnic allegiance and cohesion and are able to identify the consumer needs and concerns directly. These small ethnic entrepreneurial networks can be identified as distinct “micro-marketing systems” within the national economy. The advertised market potential for Zafi is summarized to include an offer of immediate cash flow, more revenue and profits, marketing and financial education support, as well as a promising new line of products.
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DOGBE, COURAGE SIMON KOFI, HONG-YUN TIAN, WISDOM WISE KWABLA POMEGBE, SAMPSON ATO SARSAH, and CHARLES ODURO ACHEAMPONG OTOO. "MARKET ORIENTATION AND NEW PRODUCT SUPERIORITY AMONG SMALL AND MEDIUM-SIZED ENTERPRISES (SMEs): THE MODERATING ROLE OF INNOVATION CAPABILITY." International Journal of Innovation Management 24, no. 05 (July 25, 2019): 2050043. http://dx.doi.org/10.1142/s1363919620500437.
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The study explored the effects of the individual dimensions of market orientation on the superiority of new products introduced unto the market by SMEs, as well as the moderating role of innovation capability on these relationships. Analysis was based on 373 SMEs whose respondents were either employee-managers or owner-managers. Confirmatory Factor Analysis was conducted to check for validity and reliability of the observed items. A hierarchical regression model was estimated to test the various hypotheses set for the study. Findings revealed that customer orientation and inter-functional coordination had a positive and significant effect on new product superiority; however, competitor orientation had no significant effect. Innovation capability positively moderated the effects of customer orientation, competitor orientation and inter-functional coordination on new product superiority. This indicates the crucial role of SMEs’ innovative capability in leveraging the effect of competitor orientation on new product superiority.
Dissertations / Theses on the topic "New products. Product management. Small business"
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Yan, Bingwen. "Managing new product development processes: an innovative approach for SMEs." Thesis, Cape Peninsula University of Technology, 2010. http://hdl.handle.net/20.500.11838/1286.
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Thesis (MTech (Mechanical Engineering))--Cape Peninsula University of Technology, 2010Many companies are currently focusing on how to stay innovative, how to innovate and how to create an innovation climate in their companies. Why is innovation vital to companies? New Product Development (NPD) can be a key factor in this regard. Companies believe that NPD is their life blood; it can be the better way to survive firmly and be more competitive. In addition, the strategy of how to manage NPD process effectively and efficiently is becoming a powerful way of achieving a competitive edge. As Small and Medium Enterprises (SMEs) play a significant role in South African economic development, it is critical for companies especially (SMEs) to seek an ideal way to manage innovation productively. However, to be innovative is not easy for any organization and it should be managed effectively. The effective management of innovation and NPD in SMEs is investigated in this study. Innovation and NPD has already become the key drivers of sustainability and competitiveness for many companies especially SMEs. Innovation and NPD as the main subjects that are carefully studied, discussed and understood in larger corporations and multinational enterprises. It would appear that the same cannot always be said when it comes to SMEs.
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O'Mara, Charles Edward. "Evaluating new product development performance in small to medium sized manufacturing firms." View thesis, 2009. http://handle.uws.edu.au:8081/1959.7/38926.
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Thesis (Ph.D.)--University of Western Sydney, 2009.A thesis presented to the University of Western Sydney in partial fulfilment of the requirements for the degree of Doctor of Philosophy, Centre for Industry and Innovation Studies, College of Business. Includes bibliographies.
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Maladzhi, Wilson Rendani. "Managing new product development within the SMEs." Thesis, Cape Peninsula University of Technology, 2008. http://hdl.handle.net/20.500.11838/1256.
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Thesis (MTech (Mechanical Engineering))--Cape Peninsula University of Technology, 2008Product innovation has transformed the minds of business people because of its ability to increase productivity. Other than increased productivity it also allows companies to extend the range of the available products to consumers as well as lowering the prices consumers have to pay. Product innovation if managed correctly will create wealth and reward risk-taking by means of technological development throughout organisational processes. SMEs fail to manage product innovation because they are unable to cope with pressures exerted by external factors as well as lack business management skills. This then impacts on the level of innovation that takes place in a company. A lack of innovation and sound leadership skills often leads to very little strategic vision in the company. This influences the commitment of the workforce and often causes the downfall of a company. Case study methodology was used to collect and analyze the data, which was drawn from an empirical study covering nine engineering companies which practices NPD (New Product Development). Observation, questionnaire and personal interviews were used to collect relevant data for analysis. In addition, the SPSS 14.0 was utilized in order to generate frequencies, tables, and in particular graphics, as the researcher believes that graphics are helpful and easy to make the analysis more understandable. The paper aims to investigate whether SMEEs in the Western Cape are using key NPD success factors to deal with the environmental uncertainties that disturb the management of NPD. The findings of the study indicated that the principles of key NPD success factors were found to be in place in the SMEEs in the Western Cape. All the managers who took part in the survey showed determination and commitment towards the success of their organizations. Those SMEEs proved that their existence was meant to satisfy the needs of their customers. Those managers also showed that they knew exactly what their customers needed. Employees in those organizations worked as a team and produced good quality products that satisfied their customers. Those organizations started small but grew with time as the needs of their customers continuously changed. The growth in those organizations was seen in the number of employees employed from time to time.
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Van, Zyl Wiehann. "The new product development process : small firm success by studying larger firms." Thesis, Link to the online version, 2008. http://hdl.handle.net/10019/925.
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McIntyre, James. "Enhancing the SME NPD process through customer focused design activities: a New Zealand case study." Massey University, 2009. http://hdl.handle.net/10179/1073.
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Small to Medium Enterprises (SMEs) face enormous financial risk when embarking on a new product launch. SMEs are less likely to implement more formal risk minimization strategies for new product development (NPD) such as StageGate, often citing reasons of resource constraints or the more prevalent notion that “this stuff doesn’t apply to us”. Two key elements of any such risk minimization strategies are an early emphasis on benchmarking competitors and a thorough study of the attitudes and behaviours of potential customers. The SME’s investment of time and resource in early acquisition of this knowledge is a critical factor for success (Cooper 2001). Armed with this information, the SME is able to adopt a Customer Focused Design (CFD) strategy, whereby the product development effort is remains focused on the external customers wants and needs through all phases. SMEs that are able to satisfy these needs more effectively enjoy an obvious competitive advantage (Matzler and Hinterhuber 1998; Lüthje 2004). SMEs are often challenged by these tasks (Freel 2000; Larsen and Lewis 2007; Owens 2007). They may be overwhelmed by the prospect of expected costs, lack of expertise, and financial pressures to rush to market. Too often the more conventional path is chosen, whereby a solution is proposed, developed and tested in the market to “see if it sticks”. Such methodologies are less effective and subject the SME to increased financial risk. International studies of SMEs attitudes and behaviour towards NPD reveal common challenges of resource limitations, skills deficiencies and organizational issues (Xueli, Soutar et al. 2002; de Jong and Vermeulen 2006; Siu, Lin et al. 2006; Murphy and Ledwith 2007; Owens 2007). New Zealand firms are no exception, and are burdened with similar challenges as their international counterparts. This study aims to propose a simple framework for small firms who wish to acquire knowledge about their target markets and potential customers with limited time and resources. The framework enables SMEs to incorporate customer focused design principles into their product definition phase, and better orient themselves to the consumer marketplace. The study makes use of a New Zealand based case study to evaluate how the framework may be employed to identify quick and inexpensive efforts that can reproduce some elements of more sophisticated CFD and benchmarking methods. The obtained results are incorporated into a product design specification and embodied into a physical prototype to further illuminate the process. In addition to the primary area of study, prospects for new adjacent product lines and new potential markets for future development are also gained from the research.
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Davidson, Bethany A. "Open Innovation in Small and Medium-Sized Enterprises: Executive and Employee Perception of Processes and Receptiveness." Antioch University / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1540891008375446.
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Kokkonen, T. (Tatu). "Business case sales planning concept for new products and product portfolio." Master's thesis, University of Oulu, 2017. http://urn.fi/URN:NBN:fi:oulu-201710112974.
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Companies are demanded to introduce new products to market in order to satisfy diverse customer needs and be competent in relation to competitors. In addition to traditional, full-scale new product development (NPD), lighter development models have recently been researched. Rapid product development (RaDe) is a new agile product development model aiming to aid companies to adjust quickly to changing customer needs. Whether new products are introduced by lengthy NPD or quick and agile RaDe, it should be ensured that development activities are aligned with company strategy and that new products enhance the overall profitability of the company. Business case analysis investigates the business value of a new product initiative. Generally, market assessment inputs estimations of market potential and attractiveness into the business case analysis and thus functions as the basis for anticipated sales volumes and sales prices. Expected revenues are compared with life cycle cost predictions in order to conduct financial analysis presenting the attractiveness of the new product initiative in chosen financial metrics. However, there is a lack of business case analysis methodology on product portfolio level, and this study seeks to address this research gap. This research is an explorative and qualitative case study using constructive approach. The results of this study include a concept for calculating financial metrics for new sales item so that product portfolio level changes in sales are taken into account. The developed concept seeks to be eligible for NPD- and RaDe-contexts alike. The essence of the concept is comparison of the anticipated net cash flows for the sales items that are affected by the new item’s introduction in two scenarios. In first scenario, it is assumed that the new item is not introduced at all and the anticipated net cash flows are calculated based on that assumption over the new item’s life cycle. The second scenario calculates the net cash flows for the affected items taking into account the likely impact the new item has on the sales of those items. The differences of net cash flows between these two scenarios are taken into account as a cash outflow or inflow for corresponding time period when calculating net cash flow based financial metrics for the new sales item. In addition, this study introduces a proposition of a concept for product portfolio level sales planning and follow-up. In this concept, the sales plan consists of the planned sales volumes and the planned sales prices for individual sales items. Both target setting and follow-up of actual execution should be implemented on the level of volume and price so that the unit of planning is revenue (volume * price). Targeted and actual sales figures for individual sales items are further rolled up to upper commercial product portfolio levels. This enables analysis and comparison of targeted and actual sales performance on each product portfolio levelYritykset joutuvat esittelemään uusia tuotteita markkinoille tyydyttääkseen moninaiset asiakastarpeet ja pitääkseen itsensä kilpailukykyisenä suhteessa kilpailijoihin. Perinteisen, täyden mittakaavan tuotekehityksen (New Product Development — NPD) lisäksi hiljattain on tutkittu kevyempiä ja nopeampia tuotekehitysmalleja. Nopea tuotekehitys (Rapid Product Development — RaDe) on yksi tällaisista ketteristä tuotekehitysmalleista. Se pyrkii auttamaan yrityksiä vastaamaan uusiin asiakasvaatimuksiin nopeasti. Riippumatta siitä, kehitetäänkö uusi tuote täysimittaisella tuotekehityksellä vaiko nopealla tuotekehityksellä, tärkeää on varmistaa että kehitettävä tuote on yrityksen strategian mukainen ja todennäköisesti parantaa yrityksen kokonaistuottavuutta. Business case analyysi arvioi uuden tuoteidean liiketoiminnallista arvoa. Markkina-analyysi tuottaa yleisen markkinapotentiaaliarvion business case analyysiin ja toimii näin pohjana odotetuille myyntivolyymeille ja -hinnoille. Uuden tuotteen arvioitua liikevaihto verrataan tuotteen oletettuihin elinkaarikustannuksiin, ja tämän pohjalta koostetaan taloudellinen analyysi, joka havainnollistaa uuden tuoteidean attraktiivisuutta valituin taloudellisin tunnusluvuin. Tuoteportfolio tason business case metodologiaa ei kuitenkaan ole saatavilla, ja tämä tutkimus pyrkii täydentämään tätä puutetta. Tämä diplomityö on eksploratiivinen ja kvalitatiivinen case-tutkimus, jossa on konstruktiivinen ote. Tutkimustulokset sisältävät konseptin taloudellisten tunnuslukujen laskemiselle uudelle tuotenimikkeelle siten, että portfoliotason muutokset myynnissä otetaan huomioon. Kehitetty konsepti pyrkii olemaan hyödynnettävissä niin NPD- kuin RaDe-kontekstissa. Konseptin ydin on uuden myyntinimikkeen vaikutuksenalaisena olevien nimikkeiden nettokassavirtojen vertailu kahden skenaarion välillä. Ensimmäisessä skenaariossa vaikutuksenalaisille nimikkeille lasketaan nettokassavirrat uuden nimikkeen elinkaaren yli oletuksella, ettei uutta nimikettä tuoda ollenkaan portfolioon. Toisessa skenaariossa vaikutuksenalaisille myyntinimikkeille lasketaan nettokassavirrat huomioiden uuden tuotteen todennäköinen vaikutus näiden nimikkeiden myyntiin. Nettokassavirtojen erot näiden skenaarioiden välillä vähennetään tai lisätään kassavirtana vastaavalle ajanjaksolle, kun lasketaan nettokassavirtoihin perustuvia tunnuslukuja uudelle nimikkeelle. Lisäksi tutkimus tarjoaa ehdotuksen menetelmästä tuoteportfoliotason myyntisuunnitteluun ja myynnin seurantaan. Tässä menetelmässä myyntisuunnitelma koostuu myyntivolyymeistä ja -hinnoista yksittäisille myyntinimikkeille. Sekä tavoitteenasettelu että tapahtuneen myynnin seuranta tulisi tehdä volyymin ja hinnan tasolla siten että suunnittelun yksikkö on myyntitulo (volyymi * hinta). Tavoitellut ja toteutuneet myyntiluvut vieritetään edelleen ylemmille kaupallisen tuoteportfolion tasoille. Tämä mahdollistaa tavoitellun ja toteutuneen myynnin analysoinnin ja keskinäisen vertailun kullakin tuoteportfoliotasolla
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Apollus, Valerie. "Investigating the effect of a new product development process on organisational performance." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/8256.
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Thesis (MBA)--University of Stellenbosch, 2010.The ability to bring products to market which comply with quality, cost and development time goals is vital to the survival of firms in a competitive environment. New product development comprises knowledge creation and search and can be organised in different ways. New product development requires the close collaboration of virtually all functions within a company. The existence of an effective cross-functional team, with clearly-defined objectives, is thus critical to the successful development of any new product. Furthermore, the success of new products depends mainly on the new product development process. The purpose of this research study is to review literature on new product development processes and the effect it has on organisational performance and also to take a critical look at the new product development and implementation (NPD & I) process applied in Telecom Namibia (TN). This study also provides insights to various TN stakeholders, particularly senior management and relevant individuals involved in product development, enabling individuals to recognise the role product development plays towards sustainability of the company. The study also provides a working guide for managers to identify opportunities for improving the new product development (NPD) process. The primary research objective is to critically audit the effect of new product development processes on TN’s performance. The secondary research objective is to develop frameworks and methodologies for guiding the development of effective strategies that have been tested in numerous businesses. A major finding of this study is that the success of new products depends mainly on the new product development process and that it has a major impact on organisational performance.
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Chung, Ka Wai. "Leadership, innovation capability, and SME's product innovation performance :the moderating roles of reward philosophy and entrepreneurial culture." HKBU Institutional Repository, 2019. https://repository.hkbu.edu.hk/etd_oa/727.
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Innovation is vital to the survival and prosperity of small and medium-sized enterprises (SMEs). Such firms have the inherent liability of limited resources, which creates a barrier to their pursuit of innovative activities. To compete with larger incumbents and sustain competitive advantages, leaders, the principal decision-makers, play a key role in devising innovation strategies and have overall responsibility for firms' ultimate performance. This study draws on the resource-based view (RBV) and dynamic capabilities perspective (DC) to develop a model linking leadership (resource) to innovation (dynamic capability) and product innovation performance (sustainable competitive advantage). In addition, it suggests that reward philosophy and entrepreneurial culture can enhance or hinder the effect of transformational and transactional leadership on exploratory and exploitative innovation in the context of SMEs. Using a quantitative research method, 151 valid pairs of questionnaires (i.e. 302 respondents) were collected from the top management of small and medium-sized manufacturing firms in China. The empirical findings showed that transformational leadership behaviors could foster both exploratory and exploitative innovations. Transactional leaders, consistent with the literature, could facilitate exploitative activities, but not exploratory innovation. The data analysis also indicated that different types of innovation delivered different benefits to firms. In addition, reward philosophy and entrepreneurial culture had divergent moderating effects on the relationship between leadership style and innovative outcome.
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Andreasson, Emma. "Excelling at new products : A Business Case development and Portfolio Management study." Thesis, Högskolan i Borås, Akademin för textil, teknik och ekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-15581.
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The thesis work aimed at developing a framework for portfolio management and business case development that can be used as decision support for a company for new product development. The assignment was to study relevant literature resulting in an aggregated view on this topic and the parameters that impact successful product development. The literature involves project initiation, different levels of product innovation development and information about important research criteria to include when forming new product projects ideas. This information helps to support how to objectively evaluate and compare product projects. The literature also involves different relevant tools to use for providing information and manage product portfolio management along with their benefits. Out of this aggregated view, a template and suggested decision model specific for the company has been established. The resulting template has for purpose to be used for preparation of providing a solid information base when a new product project idea is to be presented. The decision base has the purpose to help the members and managers in the product council to form a decision on what product idea to proceed with, which hopefully will result into launch and success. The framework aims to assess individual product development initiatives as well as managing the product portfolio aspect. Except the study of a considerable amount of literature, qualitative research has been made as well. The qualitative research has been performed in the form of semi-structured interviews together with people within the company that has been used as case study in this report. The interviews contributes with information about the current state of the company’s product offering process together with attention paid for what is missing and what improvements that is sought. In such way, the qualitative research contribute to the result of the framework in the sense that it is attributed towards the company in the case study and thus slightly towards technological network industries, although the framework is made for a generic use. As by this thesis, the framework focus on one company, but it has for purpose to be adaptable and inspiring for any company with respect for the individual company’s restrictions.
Books on the topic "New products. Product management. Small business"
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Paul, Coughlan, and Bessant J. R, eds. Managing innovation in SMEs: Product development in small Irish electronics firms. Newcastle upon Tyne: Cambridge Scholars, 2009.
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Cornelius, Åsa. Att utveckla produkter i små företag. Stockholm: Statens industriverk, 1990.
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F, Miller David, ed. Look before you leap ... into business. Babylon, N.Y: Pilot Books, 1992.
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Roy, Rothwell, and Bessant John 1952-, eds. Innovation: Adaptation and growth : an international perspective : proceedings of the Fifth International Conference on Product Innovation Management, Brighton, U.K.August 24-26, 1987. Amsterdam: Elsevier, 1987.
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From entrepreneur to infopreneur: Make money with books, e-books, and other information products. Hoboken, N.J: John Wiley & Sons, Inc., 2007.
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Jump start your business brain: Win more, lose less, and make more money with your new products, services, sales and advertising. Cincinnati, OH: Brain Brew Books, 2001.
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The market planning guide: Creating a plan to successfully market your business, product, or service. 6th ed. [Chicago]: Dearborn Trade Pub., c2002., 2002.
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The market planning guide: Creating a plan to successfully market your business, product, or service. 5th ed. Chicago: Upstart Pub., 1998.
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Bangs, David H. The market planning guide: Creating a plan to successfully market your business, products, or service. 4th ed. Chicago, Ill: Upstart Pub. Co., 1995.
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Bangs, David H. The market planning guide: Creating a plan to successfully market your business, products, or service / David H. Bangs. 3rd ed. Dover, N.H: Upstart Pub. Co., 1992.
Find full textBook chapters on the topic "New products. Product management. Small business"
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Haropoulou, Mary, and Clive Smallman. "Methods for following the practice of small business management." In Decision-making for New Product Development in Small Businesses, 47–77. Abingdon, Oxon ; New York, NY : Routledge, 2019. | Series: Routledge advances in management and business studies ; 80: Routledge, 2018. http://dx.doi.org/10.4324/9781315184227-3.
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Dang, Nga Hoang Thanh, Adela J. McMurray, and Xueli Huang. "Vietnamese Small and Medium-Sized Enterprises: New Product Development Process Management." In Business Intelligence and Modelling, 481–86. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-57065-1_50.
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Hicking, Jan, Violett Zeller, and Günther Schuh. "Goal-Oriented Approach to Enable New Business Models for SME Using Smart Products." In Product Lifecycle Management to Support Industry 4.0, 147–58. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-01614-2_14.
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Martin-Doñate, Cristina, Fermín Lucena-Muñoz, Lina Guadalupe García-Cabrera, and Jorge Manuel Mercado-Colmenero. "Generation of Entrepreneurship Environments for New Product Development." In Lecture Notes in Mechanical Engineering, 366–71. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-70566-4_58.
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AbstractThe economic environment demands companies to be able of innovating and presenting new products and technologies. However, current industrial environments are composed of big established companies, small or medium family businesses and regional clusters. This business map does not comply with the dynamism required for detecting needs and proposals in form of new products that meet the current customer requirements. The creation of start-ups in the field of engineering is considered as a possibility to cover a growing market in designing high technological products. However, despite the importance and economic impact of the start-ups for less industrialized environments the courses in the engineering field do not include activities that contextualize theoretical knowledge and entrepreneurship. The paper presents the results of creating an entrepreneurial environment focused on the student as entrepreneurial unit. In this context, a series of new activities based on new design proposals have been developed on the basis of new technical solutions for industrial companies. The new designs have been presented as minimum viable products. The technical knowledge required for making the new designs has been complemented with entrepreneurial training. The results show an increase in students' willingness to create small companies based in new products as an employment option at the end of their studies.
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Galparoli, Simone, Andrea Caielli, Paolo Rosa, and Sergio Terzi. "Semi-automated PCB Disassembly Station." In New Business Models for the Reuse of Secondary Resources from WEEEs, 35–48. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-74886-9_4.
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AbstractThe main aim of the FENIX project is the development of new business models and industrial strategies for three novel supply chains in order to enable value-added product-services. Through a set of success stories coming from the application of circular economy principles in different industrial sectors, FENIX wants to demonstrate in practice the real benefits coming from its adoption. In addition, Key Enabling Technologies (KETs) will be integrated within the selected processes to improve the efficient recovery of secondary resources. In this sense, among the available KETs, the adoption of digital and advanced automated solutions allows companies to re-thinking their business strategies, trying to cope with even more severe environmental requirements. Among these technological solutions, the paradigm of Industry 4.0 (I4.0) is the most popular. I4.0 entails the development of a new concept of economic policy based on high-tech strategies and internet-connected technologies allowing the creation of added-value for organizations and society. Unlike the activities developed in T3.1, related to the development and implementation of simulation tools and models for the smartphones’ disassembly process optimization, here the attention has been spent in managing and optimizing a new semi-automated PCBs disassembly station. The disassembly of products is a key process in the treatment of Waste Electrical and Electronic Equipment. When performed efficiently, it enables the maximization of resources re-usage and a minimization of pollution. Within the I4.0 paradigm, collaborative robots (co-bots in short) can safely interact with humans and learn from them. This flexibility makes them suitable for supporting current CE practices, especially during disassembly and remanufacturing operations. D3.2 focuses on describing the semi-automated PCB disassembly process implemented at the POLIMI’s Industry 4.0 Lab, aiming to demonstrate in practice the benefits of exploiting I4.0 technologies in PCB disassembly processes. Results highlight how a semi-automated cell where operators and cobots works together can allow a better management of both repetitive and specific activities, the safe interaction of cobots with operators and the simple management of the high variability related with different kinds of PCBs.
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Ahmed, Saba. "The Exploration of New Avenues Toward Better Business Management." In Accelerating Knowledge Sharing, Creativity, and Innovation Through Business Tourism, 281–97. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-3142-6.ch015.
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Business tourism is type of tourism that involves work rather than enjoyment. It is becoming the most income-generating part of tourism. Business tourism has different types that are meetings, incentives, convention, and exhibition (MICE); congress tourism; event tourism; sport tourism; and business agencies. Meetings, incentives, convention, and exhibition is a detailed and comprehensive type of business tourism. The incentive traveling is that of business tourism that is offered by the company to their employees. Exhibitions are those types of traveling that are organized to introduced new products, services, and information to the business tourists. Convention consists of the congresses and conferences. Congresses are the larger-scale business meetings, and conferences are the smaller-scale business meetings while complexes are the combination of small exhibitions and conferences. There is a need to understand that leisure tourism is different from business tourism.
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Buggea, Enrico, Roberto Castiglione, Tania Cerquitelli, Lorenzo Grosso, Giacomo Rontini, Arianna Scolari, and Lei Xiang. "Internationalization Services for Small and Medium Enterprises." In Advances in Human Resources Management and Organizational Development, 393–414. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4731-2.ch019.
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To be successful exporters, SMEs have to penetrate foreign markets rapidly, at low cost, maintaining control of core technologies and products, while adapting product features to local customer requirements and preferences. Entrepreneurs have to find and evaluate potential partners, overcoming differences in business cultures and their ignorance of foreign accounting rules. Internationalization has deep and relevant implications in effective human resources management. In fact, the expansion of the firms allows the creation of new job opportunities both in the home country and abroad. This process could be seen as a solution, or better as mitigation, for the current problem of unemployment that our society has to face in this period of crisis. SMEs need to be supported in their expansion abroad. In Italy, public and private agencies provide services to achieve this. The aim of this chapter is to analyze how they operate, what services they provide, and how much they support enterprises. As a case study, the authors examine services provided by Chinese agencies because China is one of the most active countries in international markets. Italian and Chinese agencies are compared focusing on the existing standard services provided and their customization according to specific domain needs. Finally, the authors present a global view of today’s scenario to define future directions of current internationalized services.
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Dutta, Gautam. "International Branding at Mirza International." In Advances in Marketing, Customer Relationship Management, and E-Services, 107–20. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4357-4.ch009.
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Today, due to globalization, enterprises are increasingly looking towards the global marketplace to market their products. The business opportunities in the foreign markets are no longer considered as only available to large multinational enterprises with long term foreign market presence. Enterprises today, regardless size, take part in a global competitive market which is supported by great advances in information technologies, communication, and transportation. This trend solves one of the main weaknesses found in comparatively smaller enterprises of traditional focus: home country market dependency. The case focuses on Mirza International Limited which originated from a small Indian Tannery business. The company is led by an ambitious, aggressive management team which has helped in achieving phenomenal growth. The company has emerged as a frontrunner in the manufacturing and marketing of footwear. Headquartered in New Delhi, the company markets its leather and leather footwear products, across the globe the UK, Europe, South Africa, the Middle East, and so forth. However, company management is now at a crossroads in regards to a more aggressive approach to international brand building for its product and strategic decisions. This case aims to address these issues regarding smaller company’s internationalization and marketing. The case focuses on the dilemma often faced by medium sized firms from Asia in entering developed country markets in terms of branding or generic product development strategy. The case illustrates the differences in brand building that exist in a big multinational company and in smaller companies during internationalization.
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Baporikar, Neeta, and Rosalia Fotolela. "E-Marketing for SMEs." In Research Anthology on Small Business Strategies for Success and Survival, 867–86. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-9155-0.ch043.
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This article describes that though there are few studies conducted on SMEs' life cycle, there are no studies specifically done around the globe with focus on electronic marketing approaches for SMEs. SMEs are flexible, so they can respond quickly to changing marketing requirements. Four approaches explain marketing role in small firms: the stages/growth model, the management style model, the management function model and the contingency model. SMEs face-marketing problems due to limited financial base, market knowledge, branding activities, expertise and over dependence on marketing ability of the owner/manager. They adopt reactive-marketing rather than planned marketing. Therefore, they face difficulties to exploit opportunities available in the market. Thus, the article aims to develop new ways of marketing approaches to every element of the-marketing mix (price, place, product and promotion). Further, as SMEs generally use a “conservative” approach to marketing, the study findings reflect that adopting electronic marketing approach can help them to offer new improved product or innovative use of existing product.
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Ratcheva, Violina, and Sahilendra Vyakarnam. "Building Virtual Relationships in Distributed Organizational Environment." In Knowledge Management and Business Model Innovation, 166–82. IGI Global, 2001. http://dx.doi.org/10.4018/978-1-878289-98-8.ch010.
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Small and medium-size companies are increasingly competing globally by forming horizontal alliances. To support this process there is a growing need for formation of virtual teams across company boundaries that can jointly develop new products and processes. A review of previous research shows that, although virtual teams have been well defined as a concept, the key variables involved in the formation of inter-organisational teams and the managerial implications remain comparatively unknown. The chapter provides a process perspective for researching virtual team formation and interaction patterns. By combining cross-disciplinary theoretical approaches, the reported study offers a conceptual overview for collective teaming in virtual settings. The research findings so far confirm that virtual team formation and evolution follow specific development patterns, which can be described as cyclical self-energising processes.
Conference papers on the topic "New products. Product management. Small business"
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Balbontin, Alejandro, and Baback Yazdani. "Global New Product Development Strategies and I.T. Applications." In ASME 1999 Design Engineering Technical Conferences. American Society of Mechanical Engineers, 1999. http://dx.doi.org/10.1115/detc99/eim-9007.
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Abstract This report presents the results of the 1998 Global New Product Development Survey, carried-out by the Warwick Manufacturing Group at the University of Warwick (UK). The survey is based on a questionnaire addressed to 637 firms with turnover greater than £ 30 million ($ 45 million), operating in the UK across key industrial sectors and engaged in New Product Development (NPD). Response rate was of 8%. Global NPD practices include product standardization, the strategy used to allocate NPD centers (related to business units and geographically), the level of centralization of tasks, the level of NPD outsourcing, the use of external collaboration and the use of Information Technology (IT) applications to support the NPD process. It was found that firms with products designed for global markets have about an 8 times greater potential to export than those firms who only standardize core components. Firms that collaborate more with external entities implement universal products more easily. Based on the “pretax profit in the last four years of business activity”, the respondent firms with losses have an average of 7 business sectors, whereas the top ten profitable firms have an average of only 4 business sectors, this relationship also applies to NPD activities. It was found that firms manage the collaborative ventures through either team members or team leaders and that top management involvement is only on a small scale. IT communication tools (e-mail and video-conferencing), followed by administration tools (project-planning and presentation software) are the main priorities in firms with widely distributed teams.
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Mura, Ladislav. "INNOVATIONS AND BUSINESS ACTIVITIES OF SLOVAK START-UP ENTERPRISES." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.s.p.2020.57.
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An essential part of the corporate sector is formed by small and highly innovative enterprises, the start-ups. They introduce highly innovative activities, new solutions, integrate research results into their activities, as well as apply new technologies in their everyday practice. Start-ups are increasingly popular in different sectors of the national economy since they are a vital part of the entrepreneurial environment. The entrepreneurial activity of start-ups focuses on highly innovative products or services with high added value for the target customer. The main goal of the current paper is to target the innovative activity of Slovak start-ups. The paper presents partial results of the research conducted by targeting Slovak start-ups. The research results conclude that innovative start-ups are the driving force of the entrepreneurial sector. The innovative activities of these businesses rank them among the highly competitive and successful players on the market, even in a challenging business environment.
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Hanaoka, Sho. "A Study of the B2B Progress in Japanese Enterprises." In 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2497.
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Most Japanese enterprises are confronted with a rapid decline of business performance due to the long time recession of the Japanese economy. They gradually lost their competitive advantages in global marketplaces especially in the business domains of matured products including PCs. Most of them are forced to take prompt measures to respond to their business environment. For the past few years, we have been conducting questionnaire surveys repeatedly about B2B information systems in small and medium-sized enterprises (SMEs). The results of these surveys show clearly that their business performances have no clear relevance to the utilization B2B informatior systems. In conclusion, from a management strategy point of view, Japanese SMEs are classified into the following four types: (a) a group of high technical skills in special fields irrelevant to the utilization of information systems, (b) a new business model oriented group, (c) a manpower cost reduction oriented group, and (d) a foreign manufacturing subsidiary group. In the near future, these groups seem to polarize into group (a) and group (d).
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Škvareninová, Lucia, Mario Lukinović, and Larisa Jovanović. "POTENTIAL OF ECOTOURISM: COMPARATIVE ANALYSIS OF SLOVAKIA AND SERBIA." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.s.p.2020.121.
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The demand for nature and ecotourism has been constantly rising last forty years and it will continue to grow. Due to the coronavirus, domestic tourism will increase exponentially, which would enhance ecotourism development. Foreigners and local tourists have become more aware to leave a positive impact on the environment where they travel and where they live. Serbia and Slovakia have a great potential to become attractive ecotourism destinations. Both countries are countries with a similar population number, no access to the sea, but with preserved nature, great gastronomic offer, and the main potential next to the capitals of Bratislava and Belgrade lies in ecotourism. At the same time, domestic ecotourism is a perfect economic activity that promotes sustainability and development. In the less developed regions, ecotourism can bring new employment opportunities and increase demand for local products. Agrotourism and rural tourism are inevitable part of sustainable development in Slovakia and Serbia. Despite of small territories of Slovakia and Serbia, both countries can offer a wide range of sceneries and natural beauties to be explored. This article aims to analyze the potential of ecotourism in the Slovak Republic and Serbia. To achieve the objective results, we’ve surveyed the foreign and local respondents. Our study also analyzes whether marketing strategies and promotion of domestic ecotourism is effective to attract tourists. The obtained results will be evaluated and compared. In the last part, the paper focuses on eco labels that currently exist in Serbia and Slovakia.
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Karadal, Himmet, and Muhammet Saygın. "The Effect of Information Technology on Innovation Abilities: A Research on SMEs." In International Conference on Eurasian Economies. Eurasian Economists Association, 2011. http://dx.doi.org/10.36880/c02.00309.
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The use of information technologies (IT) and increase of innovation activities within Small and Medium Sized Enterprises (SMEs) which can easily adapt to the dynamics and changes can contribute to the regional development process. Though some studies have been concerned about the effect of information technologies or innovation on management performance, it can be easily seen that there has been very little empirical work for Small and Medium Sized Enterprises. Accordingly, the purpose of this study is to analyze the effects of information technologies within Small and Medium Sized Enterprises on innovation (product or process innovation) and management performance. In this study data will be collected through SMEs in Aksaray province and in this way study will deal with the relationship between information technology, innovation and management performance. Data for the research will be collected through survey system. The questions of the survey will be created by using the theoretical and applied literature (validity and reliability tested in various contexts) including information technologies, innovation and performance. Unlike some of the questions taken from previous studies, the new ones will be developed in terms of literature review, recommendations of academic staffs and business managers. The analysis of collected data will be carried out through SPSS package program and by using the techniques of some tests like single sample –t- test and ANOVA test.
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A´vila, Javier, Silvia Gonza´lez, Vicente Borja, Alejandro C. Rami´rez, and Marcelo Lo´pez Parra. "Applying a Design Process to Create a Reduction Platform of GHG in Industries." In ASME 2010 International Mechanical Engineering Congress and Exposition. ASMEDC, 2010. http://dx.doi.org/10.1115/imece2010-39382.
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This paper describes the final results of a project aiming at addressing climate change by creating a GHG reduction platform for businesses with carbon management needs in global markets. The project was carried out during a New Product Development course in a bi-national program between The University of California at Berkeley (UCB) and the National University of Mexico (Universidad Nacional Auto´noma de Me´xico, UNAM) in Mexico City. The program features collaboration between the Engineering and Design Schools at UNAM and Engineering and Business Schools at UCB and the College of Architecture CCA. The project, The Carbon Collaborative (TCC) is aimed at consolidating and managing the wide variety of policies and instruments created by governments and environmental organizations to mitigate climate change, and the anthropogenic gas emissions emitted by industry in particular in the US and Mexico. Based on a web platform TCC will provide companies with information on carbon legislation and a centralized location to find transparent and certified methodologies for carbon emission assessment. The differences between the US and Mexican markets lead to advantages for each part. The US market is full of developed consulting enterprises, which is not the case in the Mexican arena, giving to TCC the opportunity of being pioneers to regulate and manage large and small emitters, government environmental agencies and ERP (Enterprise Resource Planning) companies.
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Moeller, Klaus, Julian Gabel, and Frank Bertagnolli. "FISCHER FIXING SYSTEMS: MOVING FORWARD WITH THE WORKFORCE - CHANGE COMMUNICATION AT THE GLOBAL DISTRIBUTION CENTER." In InSITE 2016: Informing Science + IT Education Conferences: Lithuania. Informing Science Institute, 2016. http://dx.doi.org/10.28945/3432.
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[This paper is published in the Journal of Information Technology Education: Discussion Cases, Volume 5] The investment decision was made last year, and after a time-consuming selection process and intensive negotiations, the contract with the general contractor was signed. The business segment Fixing systems of the fischer group of companies faced a significant investment in its logistics – the development of automation technology in the Global Distribution Center (GDC). According to the project schedule, the transition to the automated small parts storage with shuttle technology would take place in December of this year. It was mid-April, and therefore the right time for the Head of Logistics of the business segment fischer Fixing systems, Matthias Wehle, to describe the current status: Were all the important milestones achieved and would the subsequent steps ensure a smooth transition? The employees in the logistics got accustomed to changes over the years. Structural changes such as the introduction of SAP R/3 in early 2000 and the establishment of the automated high-bay warehouse in 2008 had been successfully implemented. It was the same with the continuous improvement process through the use of the fischerProzessSystem fPS. The introduction of pick-by-light technology for the picking of small sized products with high demand had worked well, too. But the last staff meeting about launch of the shuttle system had left with him a feeling of uncertainty. He could already feel the spirit of optimism from some of the employees triggered by the upcoming introduction of the new system. The majority, however, listened patiently and Mr. Wehle sensed insecurity among the employees – how does this change affect me? Up until now, management had used multiple channels to communicate information to the employees. But feedback from the workforce to those in charge was rather rare. And the logistics manager remembered that the use of pick-by-voice for picking had been stopped for a number of reasons. Now as a result of the largest investment in recent years, the GDC faced a drastic operational change. With this in mind, Mr. Wehle pondered over the issue of employee communication again and again. And they had eight more months in order to take action until December…
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Krog, Aleksandra, and Davorka Granić. "Digitalizacija sustava upravljanja kvalitetom FINA-e u području upravljanja dokumentiranim informacijama." In Kvaliteta-jučer, danas, sutra (Quality-yesterday, today, tomorrow), edited by Miroslav Drljača. Croatian Quality Managers Society, 2021. http://dx.doi.org/10.52730/ktok3277.
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Sažetak: Financijska agencija (dalje u tekstu: FINA) kao jedna od najvažnijih institucija hrvatskog financijskog i javnog sustava nositelj je razvoja i operativni upravitelj ključne infrastrukture i niza servisa u području plaćanja te korištenja usluga javnih servisa za najširu mrežu klijenata – građana, malih, srednjih i velikih tvrtki, financijskih institucija do državnih i javnih tijela – s kojima se razvija i raste. Kvaliteta kao strateška odrednica i trajno opredjeljenje FINA-e kroz certifikaciju i održavanje sustava upravljanja kvalitetom prema normi ISO 9001 punih je trinaest godina integrirana u sve poslovne procese i aktivnosti čiji je krajnji rezultat isporuka proizvoda i usluga sukladno najvišim standardima struke i zahtjevima klijenata. Sustav upravljanja kvalitetom živi je organizam koji se prilagođava i mijenja kako bi odgovorio na interne, ali i eksterne potrebe, nerijetko uzrokovane promjenama u okruženju i doprinio povećanju konkurentnosti FINA-inog poslovnog sustava. S ciljem uklopljenosti u strateške smjernice digitalizacije poslovanja, osiguranja kontinuiranog poboljšanja i razvoja dobre prakse, inicirana je digitalizacija sustava upravljanja kvalitetom u dijelu procesa upravljanja dokumentiranim informacijama, kao jednog od zahtjeva norme ISO 9001:2015, čiji je značaj dodatno potvrđen u okolnostima pandemije COVID-19. Učinkovito i sustavno upravljanje dokumentiranim informacijama, mogućnost udaljenog pristupa organizacijskom znanju u realnom vremenu te elektroničko potpisivanje dokumentacije praćeno smanjenom interakcijom među zaposlenicima, uštedom vremena i resursa uvelike doprinose nesmetanom odvijanju poslovnih procesa. Time je dokazana sposobnost FINA-e u upravljanju promjenama i prepoznavanju zrelosti sustava za novu eru u upravljanju kvalitetom. U ovome radu izložena je kronologija digitalizacije procesa upravljanja dokumentiranim informacijama u FINA-i kojoj je prethodila snimka trenutnog stanja i utvrđivanje potreba internih dionika sustava. Abstract: The Financial Agency (hereinafter: Fina), as one of the most important institutions of the Croatian financial and public system, is the developer and operational manager of the key infrastructure and the range of services in the field of payments and use of public services for the widest network of clients - citizens, small, medium and large companies, financial institutions as well as the state and public bodies - with which it develops and grows. Quality as a strategic determinant and permanent commitment of Fina through certification and maintenance of quality management system according to ISO 9001 has been integrated into all business processes and activities for thirteen years, with products and services rendering in accordance with the highest standards and customer requirements as the final result. The quality management system is a living organism that adapts and changes in order to respond to internal and external needs, often caused by changes in the environment and in order to facilitate the increase of the competitiveness of Fina's business system. For the purpose of the compliance with the strategic guidelines of business digitalization, ensuring continuous improvement and development of good business practices, the digitalization of the quality management system was initiated in the segment dealing with documented information management, which is one of the requirements of ISO 9001:2015, whose importance was further confirmed in the circumstances of the COVID-19 pandemic. Efficient and systematic documented information management, the ability of real-time remote access to organizational knowledge and electronic signing of documentation followed by reduced interaction among employees and time and resources savings, contribute to unhindered business processes operation. The aforementioned demonstrates Fina’s ability of the efficient transformation management and system maturity recognition in the new era of quality management. This paper presents the chronology of digitalization of documented information management process in Fina, which was preceded by the assessment and identification of the needs of internal stakeholders of the system.
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Simmons, Steven, and Roger Watson. "A System-Wide Pipeline Automation Project: Application Colonial Pipeline System." In 2002 4th International Pipeline Conference. ASMEDC, 2002. http://dx.doi.org/10.1115/ipc2002-27026.
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This paper will discuss the objectives, challenges, and methods of implementing a system-wide pipeline automation project at Colonial Pipeline, focusing on the pilot project and early years. Currently the company is in the midst of a five-year project to automate and remotely operate delivery facilities, tank farms, and origination stations along over 5000 miles of existing pipeline. The end result will bring control of over 200 facilities into to the Central Control Center. Technically, the project goal is to install state of the art infrastructure to enhance safety and reliability, standardize to a common platform across the system, and integrate into an existing SCADA Control System. From the business perspective, the project goal is to meet or exceed typical industry guidelines for project management metrics, reach a unitized cost basis and provide a foundation for consistent and repeatable operations across the entire pipeline system. The Common Project Process (a cross-functional integrated project team strategy) and an engineering alliance are being used to define and execute the project phases. Colonial’s Engineering team recast itself in 1999 on the basis of establishing core competencies, leveraging internal talent and knowledge, and establishing an effective outsourcing strategy. This automation project is one of the first large-scale efforts to put this new model to task. In 2000, Colonial Pipeline and Mangan, Inc. formed an engineering alliance to capitalize on the strengths of both teams. Colonial’s pipeline engineering and operations knowledge have been equitably matched with Mangan’s project management, engineering and integration skills. The result is an energetic and committed technical project team, as well as a win-win opportunity for both sides. This alliance provides a valuable model for engineering team outsourcing and contracting. Except for original construction projects, it is rare for a pipeline company to take on a system-wide infrastructure upgrade opportunity of this scope. Success of the pilot project depended on integrating the field automation with SCADA system capabilities and developing both control center and human resources plans. The field hardware, the technical focus of this paper, is a small piece of the entire project objective; however it represents the foundation of the entire business model. Selecting and committing to a common controls platform was an engineering objective. The hardware had to provide a certain level of assurance that the standard model would be available both at the start and the end of the project, in addition to supporting legacy systems for future challenges. In summary, this automation project represents more than engineering and integration. It’s a combination of the talent, hardware, and vision which will accomplish the goal of the core business product — safe and efficient delivery of consumer fuels.
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Nastase, Mihai-Claudiu, Alexandru Mitru, and Loredana Andreea Paun (Parnic). "The Social and Economic Impact of COVID 19 Pandemic on Museums. Case Study: „Princely Court” National Museum Ensemble." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/25.
Full textAbstract:
The new coronavirus (Covid-19) is one of the main challenges world today has to address. With no large scale availability vaccine yet, and more or less experimental medical treatments for curing the disease, we can safely say that we are still far behind a solution to this problem. This new pandemic is considered the biggest threat to the global economy since the Second World War and there is no aspects of human life have not been affected it, spiritual ones included. Its high contagiousness, as well as novelty, raised all kind of challenges and one of the main ones was our manner to produce answers, in early stages at least, this creating problem on its own and of its design. As well as all the other institutions, theatres, cinemas, concert halls, spaces of socialization and in the same time places of wonder, knowledge and spiritual enrichment the museums were heavily affected by the pandemic crisis, especially those who’s collections are not, but in very small proportion available, to the public through virtual media. Such a case is „Princely Court„ National Museums Ensemble from Targoviste, Dambovita County, Romania. The present paper proposes an overview of the highlights in institution′s activity the past years in comparison with how the pandemic crisis affected its activity in the past months and what were the responses given to keep the museum in the eye of the public. It will also try to summarize how and to what extent the activity went back to „normal” after the emergency state earlier imposed was lifted and how the visitors responded to the new realities.