基于用户体验对家族产品设计的分析

当代社会是一个个性化消费的时代,人们对产品精神方面的需求达到了一个全新的高度。家族产品设计是帮助企业扩大产品的市场范围,提升品牌知名度与产品市场竞争能力的有效方法。体验设计是一种"以人为本"的设计哲学,是新一代产品设计的核心理念。本文以KANO模型为评价指导分析家族产品的设计特点及用户体验需求,总结出一些家族产品的体验设计方法,提出家族产品设计"体验网"的设计概念。     

设计更人性 科技再升级 全新朗逸带你体验智能新风尚

近日，有研究机构调研显示，今年国内智能手机涨幅已大幅超越功能手机，占整体手机市场51．3％。领先行业的科技技术、人性化设计以及出色的用户体验，     

基于用户体验要素的短视频App设计

基于用户体验要素设计一款短视频App,首先要确立该短视频App的产品定位与用户定位;其次依据先前的定位挖掘用户需求,设计产品的功能与内容;接着进行交互设计,对信息架构加以呈现;然后进行界面设计与信息设计,并通过线框图对其进行展示;最后对视觉效果进行呈现。结果表明,基于用户体验要素的短视频App设计有助于设计师全面考虑不同的组成要素,从而设计出具有良好用户体验的产品。     

中国制造企业服务市场细分的实证研究

随着中国经济的快速发展,中国制造产生了对机器设备需求的巨大市场,而服务业务的潜在发展空间促使设备供应商或专业服务提供商更加关注对服务业务的市场研究.本文针对中国机器及设备用户的服务需求情况进行了系统的中国制造企业服务市场细分的实证调查及研究.本文的调查采用用户访谈、座谈及大面积问卷发放的方式进行,数据分析上采用探索性因子分析和聚类分析,分析结果对中国制造企业的服务需求按其特征分为五类,比较突出的服务需求特点是表现出较强的价格敏感度.     

分时电价模型研究综述

本文首先对分时电价的起源和国内外研究进展进行了回顾,然后从基本思想、一般模型两个方面分别对基于用户响应的分时电价模型、基于用户响应和满意度的分时电价模型、基于需求侧和发电侧电价联动的分时电价模型以及基于博弈论的分时电价模型进行了总结,并对各模型进行了比较和分析.     

山东常林集团拉近企业与市场的关系

主导产品手扶拖拉机产销量连续5年居全国同行业之首的山东常林机械集团，拉近企业与市场的关系，始终把市场放在第一位。日前，他们将近千家用户代表和经销商邀请到地处山东临沭的常林机械集团工业园区，参观企业的生产现场、制造装备手段和科技开发能力，并召开用户座谈会，听取来自全国各地的用户代表对常林机械产品的意见和建议。集团董事长、总经理张义华同志说，我们把市场前沿的用户和经销商请到厂里来，通过参观企业，面对面倾听他们对产品质量、价格和售后服务等各个环节的意见和改进建议，让用户亲身体验企业把市场放在首位的感受…     

基于心流理论的染缬文化体验App交互设计研究

文章为提升用户体验,深入研究染缬文化体验App的交互设计方法,旨在于创造一款能引发心流体验的染缬文化App。通过分析用户获得心流的三个关键要素：明确的目标设定、技能与挑战的平衡,以及准确及时的反馈,进一步细化为六个具体的交互设计策略,并基于这些策略构建染缬文化体验App交互设计模型框架,以激发用户的心流体验。最后,将心流理论实际应用于“缬”App的设计中,不仅提升了用户体验,也验证了理论与实践相结合的可行性。     

基于用户体验的老年手机设计研究

本文以用户体验对老年手机潜移默化的影响,从生理和心理的角度,解析老年人手机产品相应的需求,阐明了体验设计应用于老年手机的价值,进而对于老年手机的体验要素:感官体验、情感体验、参与体验等进行了简要论述。     

市场开发天地宽

开发电力市场的前提是了解市场的需求。1996年，北京供电局与电科院合作成立“开发北京地区低谷电力市场”课题组，尝试采用需求侧管理（DSM）解决北京地区存在的峰谷差逐渐力D大、负荷率下降的问题。1996年冬季和1997年夏季，课题组进行两次较大规模的负荷调查，发放调查表近7000份，重点对商场、宾馆饭店。冶金、石化、矿山、建材、纺织等行业深入现场进行走访，调查用户互m余家，为对北京地区负荷现状及管理措施进行分析提供了依据。在调查研究的基础上，北京供电局提出6项开拓电力市场的试行措施：1．对采用蓄能技术的单位，蓄能设备…     

售电侧改革引领新用电需求

正售电侧放开后,如何促使新售电机构有动力并且有义务为用户提高用电效率、优化用电模式、增加清洁能源消费比例,促进节能减排、低碳环保、资源优化,合理开发新用电需求促进经济增长,是急待解决的问题。售电侧改革是新一轮电改的最大亮点,社会资本的引入将加大售电市场的竞争程度,通过市场催动对市场主体的优胜劣汰。未来,在互联网思维的推动下,售电与用电服务相互渗透融合,用户体验不断创新,将出现多元业务模式,用户侧随之产生新的用电需求。如何引领用户侧新用电需求,使得用户的用电效率更高、清洁电能占总消费电     

Should Firms Consider Employee Input in Reward System Design? The Effect of Participation on Market Orientation and New Product Performance

Will increasing employee participation in reward decisions increase new product performance by first increasing a firm's level of market orientation? Literature offers limited insight to the effects of listening to employees regarding reward system design and whether this may influence market orientation implementation and new product performance. This paper provides research to fill the gap by examining the relationship between participation‐based reward systems, market orientation, and new product performance. Based on expectancy theory, a conceptual model was developed suggesting that participation‐based rewards will increase market orientation by considering employees' desires regarding performance rewards. To test the model, a mixed method was used to collect data. First, in‐depth interviews were conducted with managers from 11 different firms to verify the proposed model. Then a multi‐industry sample of managers from 290 firms was surveyed to maximize generalizability of the results. Data were analyzed using structural equation modeling techniques to simultaneously fit the measurement and structural models. The findings show that market orientation significantly impacts objective new product performance and mediates the relationship between participation‐based rewards and objective new product performance. Participation‐based rewards positively affect market orientation but surprisingly affect new product performance negatively, while positively moderating the relationship between market orientation and new product performance. The results suggest that managers should include employee input in designing reward systems. However, managers should also be careful of how much input they allow employees in determining their rewards and goals as more input will improve market orientation or responding to information collected by, and disseminated throughout the firm, and that, in turn, will improve some types of new product performance. However, the direct effect of employee input can decrease new product performance suggesting that there may be a trade‐off between various success measures of new products developed and introduced by the firm.     

The Impact of User‐Oriented Design on New Product Development: An Examination of Fundamental Relationships*

Design offers a potent way to position and to differentiate products and can play a significant role in their success. In many ways it is the focus on deep understanding of the customer or user—what may be termed user‐oriented design (UOD)—that transforms a bundle of technology with the ability to provide functionality into a “product” that people desire to interact with and from which they derive benefits. Even though the importance of this type of design is gaining recognition, several fundamental relationships between user‐oriented design contributions and the new product development (NPD) process and outcomes (i.e., product) remain unresearched, although they are assumed. This article examines the fundamental relationships underlying the incorporation of a user orientation into the NPD process. The discussion is organized around UOD's impact in terms of enhancing collaborative new product development (process oriented), improving idea generation (process oriented), producing superior product or service solutions (product oriented), and facilitating product appropriateness and adoption (product oriented). Each of these is developed and presented in the form of a research proposition relating to the impact of user‐oriented design on product development. The fundamental relationships articulated concerning UOD's impact on NPD form a conceptual framework for this approach to product design and development. For practitioners, the article suggests how user‐oriented design can improve NPD through its more grounded and comprehensive approach, along with the elevated appreciation of design challenges and heightened sense of possibilities for a product being developed. For scholars, the article identifies four important areas for UOD research. In addition to the rich avenues offered for research by each of these, the framework presented provides a foundation for further study as well as the development of new measures and tools for enhancing NPD efforts.     

Does innovation stimulate employment? A firm-level analysis using comparable micro-data from four European countries

We study the impact of process and product innovations introduced by firms on employment growth with random samples of manufacturing and services from France, Germany, Spain and the UK for 1998–2000, totaling about 20,000 companies. We develop and estimate a model relating firms' and industry's employment to innovation, that leads us to the conclusions that follow. Trend increases in productivity reinforced by process innovation are an important source of reduction of employment requirements for a given output, but the growth of demand for the old products tends to overcompensate these displacement effects. The switch of production towards new products does not reduce employment requirements, and the growth of the demand for the new products is the strongest force behind employment creation. Reallocation due to business stealing is estimated at a maximum of one third of the net employment created by product innovators. The growth of employment originated from the market expansion induced by the new products can be as important as another third.     

Understanding a Two‐Sided Coin: Antecedents and Consequences of a Decomposed Product Advantage*

This paper investigates the antecedents and consequences of two product advantage components: product meaningfulness and product superiority. Product meaningfulness concerns the benefits that users receive from buying and using a new product, whereas product superiority concerns the extent to which a new product outperforms competing products. The present paper argues that scholars and managers should make a deliberate distinction between the two components because they are theoretically distinct and also have different antecedents and consequences. Data were collected through an online survey on 141 new products from high‐tech companies located in The Netherlands. The results reveal that new products need to be meaningful as well as superior to competing products to be successful. This finding is consistent with the prevailing aggregate view on product advantage in the literature. However, the results also show that the effects of the two components on new product performance are moderated by market turbulence. Although each component is important in that it forms a necessary precondition for the other to affect new product performance under circumstances of moderate market turbulence, meaningfulness is most important for new product performance in turbulent markets where preferences have not yet taken shape. In contrast, when markets become more stable, the uniqueness of meaningful attributes decreases, and new products that provide advantage by fulfilling their functions in a way that is superior to competing products are more likely to perform well. In addition, the study shows that the firm's customer and competitor knowledge processes independently lead to product meaningfulness and superiority, respectively. The findings also reveal that under conditions of high technological turbulence the customer and competitor knowledge processes complement each other in creating product meaningfulness and superiority. This implies that the level of technological turbulence puts requirements on the breadth of firms' market knowledge processes to create a new product with sufficient advantage to become successful. The paper concludes that neglecting the distinction between product meaningfulness and superiority when assessing a new product's advantage may lead to an incomplete insight on how firms can improve the performance of their new products.     

试论我国农产品物流供应链管理

从农产品物流供应链管理的最终目标：用系统的管理思想最大限度地降低农产品进入市场的成本（成本最小化）,获得最大利润（利润最大化）,同时使用户的价值最大化和用户的成本最小化出发,针对我国农产品物流供应链中存在的成本过高的问题,进行了分析探讨,提出了我国农产品物流供应链管理的对策。     

Time-Driven Development of Software in Manufactured Goods

Microprocessors are being incorporated into an increasingly wide range of products. However, many of the companies that manufacture such products are not effectively managing software development for these embedded systems. Despite the current focus on concurrent engineering and cross-functional teams, software engineering is often poorly integrated with the rest of the product development effort. The result is usually a costly delay in the product's introduction to the market. Tomlinson G. Rauscher and Preston G. Smith describe several practices that have proved helpful for accelerating the development of products that incorporate embedded software. Managerial and economic opportunities for accelerating development of hardware-software systems involve planning for dramatic growth in products that include embedded software, cultivating in-house software knowledge, recognizing the financial effects of project decisions, and measuring project progress. Improving time to market requires hiring and developing software engineering staff and managers with the requisite knowledge of the application, ensuring that they understand the techniques for specifying requirements and design, and providing them with clear guidelines for evaluating the trade-offs between project duration, project cost, and product performance. Progress should be measured in terms of the number of components completed, rather than the number of lines of code that are written. During the development process, emphasis should be placed on managing the scheduling links between hardware and software development, obtaining user feedback about the system as early as possible, and using a flexible, ongoing review process. Development groups should establish software requirements and design parameters before they start coding, and testing should commence early in the system design process. By creating a working prototype of the user interface, developers can obtain user feedback and thereby sharpen the design specification. Effective, timely software development requires focusing greater energy and resources on development of the requirements specification. By expending this effort in the first phase of a project, the development team can minimize its use of the time-consuming code-and-debug approach to software development. In addition to breaking down a complex system into understandable pieces, a modular design supports efforts to accelerate product development. With a modular design, work on various modules can be assigned concurrently to relatively independent teams. A modular design facilitates testing of the product as well as reuse of software that was developed and deployed in previous projects.     

FROM EXPERIENCE: Developing New Product Concepts Via the Lead User Method: A Case Study in a "Low-Tech" Field

Conventional market research methods do not work well in the instance of many industrial goods and services, and yet, accurate understanding of user need is essential for successful product innovation. Cornelius Herstatt and Eric von Hippel report on a successful field application of a "lead user" method for developing concepts for needed new products. This method is built around the idea that the richest understanding of needed new products is held by just a few users. It is possible to identify these "lead users" and then draw them into a process of joint development of new product concepts with manufacturer personnel. In the application described, the lead user method was found to be much faster than traditional ways of identifying promising new product concepts as well as less costly. It also was judged to provide better outcomes by the firm participating in the case. The article includes practical detail on the steps that were used to implement the method at Hilti AG, a leading manufacturer of products and materials used in construction.     

Investigating Adoption of Free Beta Applications in a Platform‐Based Business Ecosystem

Planning new product development (NPD) activities is becoming increasingly difficult, as contemporary businesses compete at the level of business ecosystems in addition to the firm‐level product‐market competition. These business ecosystems are built around platforms interlinking suppliers, complementors, distributors, developers, etc. together. The competitiveness of these ecosystems relies on members utilizing the shared platform for their own performance improvement, especially in terms of developing new valuable offerings for end users. Therefore, managing the development of the platform‐based applications and gaining timely end‐user input for NPD are of vital importance both to the ecosystem as a whole and to the developers. Subsequently, to succeed in NPD planning developers utilizing beta testing need a thorough understanding of the adoption dynamics of beta products. Developers need to plan for example resource allocation; development costs; and timing of commercial, end‐product launches. Therefore, the anticipation of the adoption dynamics of beta products emerges as an important antecedent in planning NPD activities when beta testing is used for gaining end‐user input to the NPD process. Consequently, we investigate how free beta software products that are built upon software platforms diffuse among their end users in a cocreation community. We specifically study whether the adoption of these beta products follows Bass or Gompertz model dynamics used in the previous literature when modeling the adoption of stand‐alone products. Further, we also investigate the forecasting abilities of these two models. Our results show that the adoption dynamics of free beta products in a cocreation community follow Gompertz's model rather than the Bass model. Additionally, we find that the Gompertz model performs better than the Bass model in forecasting both short and long out‐of‐sample time periods. We further discuss the managerial and research implications of our study.     

The Impact of the Corporate Mind‐set on New Product Launch Strategy and Market Performance

In the last decade, there has been an increasing interest in the link between new product launch strategy and market performance. So far, new product launch research has focused on this performance relationship without giving much attention to background factors that can facilitate or inhibit successful launch strategies. However, investigating such antecedents that set the framework in which different strategic launch decisions enable or prevent the market performance of new products is useful for enhancing the current state of knowledge. Drawing on the concept of a firm's orientation, the present study discusses the influence of the corporate mind‐set on new product launch strategy and market performance. It is hypothesized that the capability to successfully launch new products is based on the interplay between a firm's mind‐set (i.e., an analytical, risk‐taking, and aggressive posture) and its strategic launch decisions on setting launch objectives, selecting target markets, and positioning the new product. A research model with mediating effects is proposed, where the corporate mind‐set determines the launch strategy decisions, which in turn impact market performance. The model is tested with data on 113 industrial new products launched in business‐to‐business markets in Germany using a multiple informant approach. The results support the mediated model as the dimensions of the corporate mind‐set have a significant impact on most strategic launch decisions, which in turn significantly contribute to market performance. It is found that while an analytical posture relates to all three strategic launch decisions, risk taking and an aggressive posture have a significant impact on two, respectively one, launch strategy elements. These findings confirm the importance of investigating antecedents for a successful new product launch, as the corporate mind‐set serves as a background resource that sets the framework for successful new product launch decisions. In the final section implications for research and managerial practice as well as limitations of this research are provided.     

FROM EXPERIENCE: Creating Synergy between Marketing and Research and Development*

The tensions between marketing and research and development (R&D) are so common that we have come to accept them as the way organizations are. If we remain resigned like this, how will we ever reap some of the benefits that can accrue from these groups working better together? If we can improve the working relationships between marketing and R&D, researchers promise a variety of desirable organizational outcomes, such as cycle‐time reduction and new product success. This article describes in detail the changes that a Fortune 500 company made to its product development process to foster synergy between marketing and R&D. The modified process formalized the roles of marketing and R&D at both the front and back ends of the product development process, increasing productive interaction between the groups. The company found that at the front end, marketing and R&D needed to work together (1) to clarify the market requirements implicit in the market attack plan and (2) to develop a technical strategy that responded to the market requirements and that consequently implemented the market attack plan. At the back end, the groups needed to work together (3) to formulate the value messages used to market the company's products. The synergy created between marketing and R&D through the new process is credited for enabling the company to compete successfully in a market it never before had entered.