Center for Business Performance

Cranfield, United Kingdom

Center for Business Performance

Cranfield, United Kingdom
Time filter
Source Type

Raja J.Z.,Copenhagen Business School | Bourne D.,Queen Mary, University of London | Cakkol M.,Center for Logistics and Supply Chain Management | Martinez V.,Center for Business Performance
Journal of Product Innovation Management | Year: 2013

Complex products such as manufacturing equipment have always needed maintenance and repair services. Increasingly, leading manufacturers are integrating products and services to generate increased revenues and achieve customer satisfaction. Designing integrated products and services requires a different approach to new product development and a clear understanding of how customers perceive the value they obtain from actual usage of products and services - so-called value-in-use. However, there is a lack of research on integrated products and services and how they impact customer satisfaction. An exploratory study was undertaken to understand customers' views on integrated products and services and the value-in-use derived from such offerings. As value-in-use and its impacts are complicated concepts, a technique from psychology - Repertory Grid Technique - was used to gather data in 33 interviews. The interviews allowed a deep understanding of customer views on integrated products and services to be obtained, and a systematic analysis identified the key attributes of value-in-use. In order to probe further, the data were then analyzed using Honey's procedure, which identified the impact of the attributes of value-in-use on customer satisfaction. Two key attributes - relational dynamic and access - were found to have the most influence on customer satisfaction. This paper contributes to the innovation field by identifying customer needs for integrated products and services and how these impact customer satisfaction. These are key points and need to be fully considered by managers during new product and service development. Similarly, the paper identifies a number of important areas for further research. © 2013 Product Development & Management Association.

Micheli P.,Center for Business Performance | Jaina J.,Center for Business Performance | Lemke F.,University of Strathclyde | Verganti R.,Polytechnic of Milan
Journal of Product Innovation Management | Year: 2012

It is widely accepted that industrial design can play an important role in the development of innovative products, but integrating design-thinking into new product development (NPD) is a challenge. This is because industrial designers have very different perspectives and goals than the other members of the NPD team, and this can lead to tensions. It has been postulated that the communications between NPD managers and industrial designers are made more difficult because each group uses very different language. This research made the first empirical investigation of the language used by designers and managers in describing "good" and "poor" industrial design. In-depth interviews were conducted with a sample of 19 managers and industrial designers at five leading companies. Multiple sources of data were utilized, including the repertory grid technique to elicit the key attributes of design, from the perspective of managers and designers. Using a robust, systematic coding approach to maximize the validity and reliability of qualitative data analysis, it was established that managers and industrial designers do not use a completely different vocabulary as previously supposed. Rather, it was found that managers and industrial designers use some common terms augmented by additional terms that are specific to each group: managers are commercially orientated in the "ends" they want to achieve and designers perceive more antecedents ("means") necessary to achieve their "ends"-iconic design. This research led to a grounded conceptual model of the role of design, as perceived by managers and industrial designers. The implications of the results achieved are wide: they indicate how managers and designers can interact more productively during NPD; they highlight the need for more research on the language of designers and managers; and they point to issues that need to be covered in the education of industrial designers. Finally, this work suggests how managers and designers can engage in a more fruitful dialogue that will help to make NPD more productive. © 2012 Product Development & Management Association.

Gaiardelli P.,University of Bergamo | Resta B.,University of Bergamo | Martinez V.,Center for Business Performance | Pinto R.,University of Bergamo | Albores P.,Aston University
Journal of Cleaner Production | Year: 2014

Organisations have been approaching servitisation in an unstructured fashion. This is partially because there is insufficient understanding of the different types of Product-Service offerings. Therefore, a more detailed understanding of Product-Service types might advance the collective knowledge and assist organisations that are considering a servitisation strategy. Current models discuss specific aspects on the basis of few (or sometimes single) dimensions. In this paper, we develop a comprehensive model for classifying traditional and green Product-Service offerings, thus combining business and green offerings in a single model. We describe the model building process and its practical application in a case study. The model reveals the various traditional and green options available to companies and identifies how to compete between services; it allows servitisation positions to be identified such that a company may track its journey over time. Finally it fosters the introduction of innovative Product-Service Systems as promising business models to address environmental and social challenges. © 2013 Elsevier Ltd. All rights reserved.

Baker M.,Center for Business Performance | Bourne M.,Center for Business Performance
Research Technology Management | Year: 2014

Overview: Many companies use some form of idea-to-launch process with staged gates for their new product development (NPD). This article reports the development of a governance framework for improving NPD decision making in complex product portfolios with short product life cycles. Refining governance Stage-Gate controls in six brand businesses in the footwear and apparel industry resulted in notable productivity improvement with management better able to find the "sweet spot" that balances creativity and control. A significant development is that cash profit growth is being planned from smaller product portfolios. The six brands reported an aggregate 49 percent increase in cash profit per product. Improving the level of governance controls in NPD can deliver improved portfolio cash margins and build greater confidence and conviction in product selection. Copyright © 2014 Industrial Research Institute, Inc.

Carlucci D.,University of Basilicata | Renna P.,University of Basilicata | Schiuma G.,University of Basilicata | Schiuma G.,Center for Business Performance
Health Care Management Science | Year: 2013

Nowadays the ability to provide outpatient services with exceptional quality is paramount to long-term survival of hospitals, as the revenues from outpatient services are predicted to equal or exceed inpatient revenues in the near future. Identifying the relative weight of different dimensions of healthcare quality service which concur together to determine outpatients satisfaction is very important, as it can help healthcare managers to allocate resources more efficiently and identify managerial actions able to guarantee higher levels of patients' satisfaction. This study proposes the use of Artificial Neural Network (ANN) as a knowledge discovery technique for identifying the service quality factors that are important to outpatient. An ANN model is developed on data from a panel of outpatients of public healthcare services. © 2012 Springer Science+Business Media, LLC.

Micheli P.,Center for Business Performance | Schoeman M.,Center for Business Performance | Baxter D.,The Innovation Group | Goffin K.,Stockholm School of Economics
Research Technology Management | Year: 2012

OVERVIEW: Governments worldwide are under pressure to reduce spending, and yet the demand for public services is generally increasing. Despite growing emphasis on and investment in technological innovation, little is known about innovation in public services. Research has shown that resistance to change, risk aversion, and organizational structures are major barriers to public-sector innovation. How to overcome such barriers is less clear. Recently, researchers have increased their focus on the importance of specific business models in facilitating collaboration between public-sector organizations and private-sector partners. In this paper, we present an emerging business model-commercialization partnership-and discuss two examples of technological innovations in the U.K. public sector using this model. Our findings demonstrate that successful technological innovation may depend more on the models for collaboration than on the specific technology involved. We conclude with a checklist to assist technology managers introducing innovations into public-sector organizations.

Loading Center for Business Performance collaborators
Loading Center for Business Performance collaborators