Technology Strategy in a Software Products Company

An overly narrow focus on core competencies and technologies may cause a firm to miss market opportunities. On the other hand, a firm's ongoing success depends on its ability to recognize and nurture the technologies necessary for the continual refinement and extension of its product families. This process of product renewal requires effective management of technological innovation, which in turn requires a clear understanding of the technological basis for a product family–that is, the product platform from which derivative or follow-on products are created. Using a software company as an example, Marc H. Meyer and Luis Lopez present a method for understanding the relationship between the nurturing of core technologies and the evolution of a product family. At the foundation of this method is the concept of a product platform–the core technologies that are common to all members of a product family. In other words, a platform provides the basic technological architecture for a series of derivative products. From an initial platform, a product family can evolve in two ways: through platform extensions or platform renewals. Platform extensions may involve changes to existing subsystems or the addition of new subsystems without altering the primary subsystems and interfaces in the existing design. Platform renewal is the redesign of a product to create an entirely new platform. To provide a basis for evaluating the effects of the software company's allocation of R&D expenditures, the authors created a product family map that differentiated between platform improvements and derivative product developments. Using the product family map, they examined R&D budgets and identified the allocation of spending among the core technologies embodied in the firms's products. The visual presentation of the product family maps and core capability investments were particularly useful for helping company management understand and learn from the consequences of past decisions. The analysis of the product family maps and R&D expenditures also provides a guideline for future decision-making. Specifically, to achieve desired amounts of technical and commercial leverage, successive product platforms in a product family must provide both balance and strength in the embodied core technologies. For market applications involving more than one core technology, a firm must pursue a balanced, inclusive technology strategy. In such cases, overemphasis on one core technology typically results in poor market performance.     

An Empirical Study of Platform and Derivative Product Development Projects

Many firms now realize the importance of planning product families and product platforms. However, little research addresses planning and execution of different types of projects within a product family platform series. This study investigates project characteristics, development challenges, typical outcomes, and success factors for product development projects at different locations in the product family spectrum. “Platform” projects result in products that initiate a new product family platform for a company. “Derivative” projects result in products consisting of extensions to an existing product family platform. Data on 108 new product development projects from a variety of assembled products industries were collected via a detailed survey and analyzed. Findings indicate that: (1) platform and derivative projects differ in project task characteristics (including the amount of new technology development undertaken and project complexity) and market newness; (2) platform and derivative projects generally do not differ in terms of project success (achievement of project objectives, level of company satisfaction, and perceived customer satisfaction) or smoothness of project execution; (3) both platform and derivative projects generally are executed in similar ways; (4) certain managerial approaches (including contingency planning, project-based evaluation of personnel, and overlap of design and manufacturing engineering) are associated with higher project execution success for both platform and derivative projects; and (5) use of interdependent technologies and novel project objectives are associated with project execution failure for platform projects. The results suggest that firms can continue to employ a single product development management process for both platform and derivative projects, as long as modest customization of the process is made for the given project type. Completely different management processes are not required. In all, the results presented in this article suggest specific managerial actions companies can take to significantly improve product development success. © 1999 Elsevier Science Inc.     

PERSPECTIVE: Creating a platform-based approach for developing new services

This article explores the design and renewal of services. We do this through the lens of methods and processes for developing product platforms for physical products. We first articulate principles for effectively developing next generation product lines using platform concepts, and illustrate these principles with examples drawn from computer and electronic products. These principles include creating new insights into a firm's market segmentation, understanding both the perceived and latent needs of users, and doing so for new as well as existing groups of customers. These platform principles also include the design and implementation of subsystems and interfaces that can be used across different products and across different product lines. Such subsystems and interfaces become the operational platforms for new product development purposes. An approach to platform-centric organization design is also presented.
We then make the extension to services by applying these principles to understand the innovations of a large international reinsurer. This company has resegmented its market to identify unfulfilled needs and growth opportunities. It also defined new service platforms, comprising operational activity areas that closely follow the value chain of how it wished to provide new reinsurance solutions to its customers. This reinsurer also had to organize differently to facilitate the development and deployment of the capabilities required for its new services. The analogies between these service innovations and those platform innovations of manufacturers are both clear and striking.
We conclude by considering the difficulties faced by firms seeking to transition from a single product, nonplatform focused approach to new product development to the platform-centric ones described here.     

A platform approach in solution business: How platform openness can be used to control solution networks

This paper explores how customer solution providers leverage digital platform architectures and particularly platform openness to exert control over complex organizational networks. A multiple case-study approach studies three companies with digital platforms that orchestrate solution networks in the LED and ICT industries. Our findings show that the features of product modules (core or peripheral), service modules (relationship intensity and customization), and knowledge modules (explicit, tacit and codified) have differential influence on the levels of platform openness. By managing platform openness of different subsystems accordingly, the solution providers can achieve different control benefits, including ensuring module quality, increasing offering variety, reducing dependence on module providers, and facilitating resource sharing. We contribute to the literature on solution business by reconceptualising the platform approach from a two-level perspective. We also deepen the field's understanding of the role of digital platforms in solution business from an architectural perspective.     

Introducing Interface Management in New Product Family Development

Creating product platforms from which many products can easily be leveraged is an issue of increasing concern for many companies. This article introduces and explores the concept of interface management (IM) in new product platform development. IM is the distinct process of developing and defining the physical platform interfaces. The concept of IM is empirically explored in two product family development projects in the Swedish manufacturing industry that have been longitudinally studied for more than 3 years. It is proposed that firms which have a product family development approach that is associated with an extensive IM process enjoy a high degree of freedom in deciding how to balance its time to market for individual products with the beneficial utilization of design familiarities across all products. Moreover, if product managers understand and explicitly focus on the IM process, the often challenging shift from a single product development approach to a product family development approach is likely to be facilitated. © 1999 Elsevier Science Inc.     

Platform-Driven Development of Product Families: Linking Theory with Practice

Firms in many industries increasingly are considering platform-based approaches to reduce complexity and to better leverage investments in new product development, manufacturing, and marketing. However, a clear gap in literature still exists when it comes to discussing the problems and risks related to implementing and managing product families and their underlying platforms. Using a multiple-case approach, we compare three technology-driven companies in their definition of platform-based product families, investigate their reasons for changing to platform-driven development, and analyze how they implemented platform thinking in their development process and which risks they encountered in the process of creating and managing platform-based product families. The field study shows that the companies involved in the study use a homogeneous concept of platform-based product families and that they have similar reasons to turn to platform thinking and to encounter comparable risks. However, the companies analyzed use mainly product architecture as a basis for their platforms (and ignore many of the platform types advocated in literature), while on the other hand they show divergent applications of the platform concept regarding the combinations of product families and market applications. Through this exploratory study, some important white spots in literature became evident as well. In the discussion part of this article these white spots are discussed and directions for future platform research are proposed. The article concludes that given its importance, platform-driven development of product families clearly deserves further research to provide more insight into strategic planning for new products.     

Complementors as connectors: managing open innovation around digital product platforms

In the digital age, open innovation is increasingly organized around platform ecosystems. This paper investigates how firms can coordinate open innovation as a platform strategy for the development of complementary products by independent third parties. We draw on a qualitative case study of Philips Hue – a connected lighting platform for consumers with its variety of complementary products. We identify three increasingly complex ways in which independent complements connect to a focal platform. Our findings show that managing these connections requires a hybrid open innovation approach that combines arm’s length coordination, with a large number of complementors through open interfaces, and intensive bilateral collaboration, with a selected number of partners. Our findings demonstrate that complex interconnections across digital platforms and products lead to the management challenge of navigating an ‘ecology of platforms’, which warrants future research.     

Search algorithm,repetitive information,and sales on online platforms

A prominent feature of online sales is that buyers rely on the search tools offered by platforms to process information when searching for products. We develop a model that captures how the search algorithm affects buyers’ search processes, which further influences market equilibrium and welfare. If a platform adopts a highly unequal search algorithm, buyers are likely to obtain repetitive information about a small group of sellers, which causes buyers to consider fewer options and suppresses competition. By using data from food delivery platforms, we provide empirical evidence that markets with less equal distributions of store rankings in search results have higher average prices and more concentrated sales. We suggest that regulators should restrict search algorithms from showing repetitive information.     

Competing with complementors: An empirical look at Amazon.com

Research Summary : Platform owners sometimes enter complementors' product spaces and compete against them. Using data from Amazon.com to study Amazon's entry pattern into third‐party sellers' product spaces, we find that Amazon is more likely to target successful product spaces. We also find that Amazon is less likely to enter product spaces that require greater seller efforts to grow, suggesting that complementors' platform‐specific investments influence platform owners' entry decisions. While Amazon's entry discourages affected third‐party sellers from subsequently pursuing growth on the platform, it increases product demand and reduces shipping costs for consumers. We consider the implications of these findings for complementors in platform‐based markets. Managerial Summary : Platform owners can exert considerable influence over their complementors' welfare. Many complementors with successful products are pushed out of markets because platform owners enter their product spaces and compete directly with them. To mitigate such risks, complementors could build their businesses by aggregating nonblockbuster products or focusing on products requiring significant platform‐specific investments to grow. They should also develop capabilities in new product discovery so that they could continually bring innovative products to their platforms.     

Industry Platforms and Ecosystem Innovation

This paper brings together the recent literature on industry platforms and shows how it relates to managing innovation within and outside the firm as well as to dealing with technological and market disruptions and change over time. First, we identify distinct types of platforms. Our analysis of a wide range of industry examples suggests that there are two predominant types of platforms: internal or company‐specific platforms, and external or industry‐wide platforms. We define internal (company or product) platforms as a set of assets organized in a common structure from which a company can efficiently develop and produce a stream of derivative products. We define external (industry) platforms as products, services, or technologies that act as a foundation upon which external innovators, organized as an innovative business ecosystem, can develop their own complementary products, technologies, or services. Second, we summarize from the literature general propositions on the design, economics, and strategic management of platforms. Third, we review the case of Intel and other examples to illustrate the range of technological, strategic, and business challenges that platform leaders and their competitors face as markets and technologies evolve. Finally, we identify practices associated with effective platform leadership and avenues for future research to deepen our understanding of this important phenomenon and what firms can do to manage platform‐related competition and innovation.     

Supply chain scheduling and coordination with dual delivery modes and inventory storage cost

We study a two-echelon supply chain scheduling problem in which a manufacturer acquires supplies from an upstream supplier and processes orders from the downstream retailers. The supply chain sells a single short-life product in a single season. We consider the scenario where the manufacturer can only accept some of the orders from the retailers due to its supplier's common production time window and its own two common production and delivery time windows. The upstream supplier processes materials and delivers the semi-finished products to the manufacturer within its time window. Then the manufacturer further processes these products to produce finished products and delivers them to the retailers within its two time windows, where one window is for production and normal delivery, and the other is for production and express delivery. Having to store the materials before processing them, the supplier incurs a storage cost, which depends on the order size and storage time. The manufacturer pays the transportation cost for delivering the finished products to the retailers. Due to double marginalization, the performance of the supply chain is sub-optimal. We model the supply chain problem as a flow shop scheduling problem with multiple common time windows. We derive some dominance properties and establish some theorems that help solve the sequencing problems for the orders and eliminate the idle time among the orders. Based on these results, we develop fast pseudo-polynomial dynamic algorithms to optimally solve the problem. We prove that the problem is NP-hard in the ordinary sense only. We develop two practically relevant and robust methods for the supply chain to achieve optimal profit-making performance through channel coordination.     

Do birds of a feather flock together? Platform’s quality screening and end-users’ choices theory and empirical study of online trading platforms

We propose a model which incorporates both quality and quantity in end-users’ interactions and analyze how platforms can use quality screening to alleviate information asymmetry and motivate end-users’ participations. We address the question from theoretical and empirical perspectives. In the theory, we build a model in which two platforms compete but only one of them screens sellers’ products. We show that the quality screening influences consumers’ expectations of product quality and their choices of sellers and platforms. The resulting screening effect, together with the network and competition effects, further drives sellers to enter different platforms. The equilibrium result indicates that sellers’ incentives to join the platform that screens products follow a non-monotonic relationship with respect to the observable quality of products. We estimate the model in Alibaba’s Platforms - Tmall and Taobao. The results are consistent with the theory. Counterfactual analysis suggests quality screening benefits consumers and Alibaba.     

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.     

Book Reviews

We have three reviews in this issue, all concerned with the process of getting high-technology products to market quickly. This is a hot topic today for product design and manufacturing professionals, and the emphasis in all three books is on multifunctional teamwork. Integrated product development involving the simultaneous design of products and their related production processes is emphasized in all three books. The last two books focus more narrowly on the aspect of concurrent engineering.     

Applying Industrial Design and Cost Engineering to New Product Development in Early‐Stage Firms

For early‐stage firms, successful commercialization of each new product is critically important, given the shortage of financial resources, the limited product portfolio, and small staffs typical of such firms. This paper investigates two key contributing factors for new product success in entrepreneurial firms: designing products that are appealing to target users in both form and function and designing products that can be manufactured at an attractive margin so that the new enterprise can generate much needed positive cash flow. These two practices—industrial design and cost engineering—are well studied in the context of larger, established corporations but have not been explored in the context of new ventures. This study focuses on the intensity of individual and combined adoption of design and cost engineering as measured by product development efficiency and effectiveness. The study was conducted on a homogeneous sample of early‐stage firms that develop physical, assembled products where design plays a role. The data collection focused only on the first product developed by each firm respectively. The results show that when implemented together, industrial design and cost engineering enhance both the effectiveness and efficiency of new product development in early‐stage firms, to greater effect than each does individually. Intensive individual adoption of practices had a negative impact on development efficiency measures such as development cost and duration. Only cost engineering individually had a beneficial impact on development effectiveness as measured by product margins. When combined, these two practices had a beneficial impact on both development duration and cost for the company's first commercial product, thereby reducing time‐to‐market and precious cash expenditures while maximizing project breakeven timing. The most successful firms in the study achieved a balance between creative innovation and cost discipline in the NPD process with third‐party design and manufacturing resources. It was found that integrating third‐party design firms into the development process can challenge, simplify, and add additional creative resources to the core entrepreneurial team, maximizing the ability to catalyze beneficial tension between creativity and cost discipline.     

Metrics thermostat⋆

The explosion of information and information technology has led many firms to evolve a dispersed product development process with people and organizations spread throughout the world. To coordinate such dispersed processes a critical role of managers is to establish and foster a culture that implicitly rewards and motivates product development teams to perform against a set of strategic metrics such as customer satisfaction, time to market, defect reduction, or platform reuse. We focus on a practical method to fine‐tune a firm's relative emphasis on these metrics. In particular, we seek to advise a firm how to modify their emphasis on each metric in order to improve profits. We use a thermostat analogy based on an adaptive control feedback mechanism in which we estimate the incremental improvements in priorities that will increase profits. Iterations seek to maximize profits even if the environment is changing. In developing the metric thermostat we recognize that there are hundreds of detailed actions, such as the use of the house of quality and the use of robust design, among which the product development team must choose. We also recognize that team members will act in their own best interests to choose the actions that maximize their own implicit rewards as determined by the metrics. Management need not observe or dictate these detailed actions, but rather can control the process by establishing implicit weights on the metrics. The thermostat works by changing those implicit weights. We define the problem, introduce the adaptive control mechanism, modify “agency” theory to deal with incremental changes about an operating point, and derive methods that are practical and robust in light of the data that firms have available. Our methods include statistical estimation and internal surveys. The mathematics identify the critical few parameters that need be determined and highlight how to estimate them. Both the measures and the estimation are illustrated in an initial application to a large office‐equipment firm with $20 billion in revenue. The metrics thermostat suggests that this firm has about the right emphasis on time‐to‐market, but has overshot on platform reuse and has lost its focus on customer satisfaction. We describe how the firm reacted to the recommendations and changed its organization.     

Product variety and firm survival in the microcomputer software industry

This article provides an analysis of product variety and scope economies in the microcomputer software industry by using detailed firm‐level and product‐level information on firms' bundling of functionalities over application categories and computing platforms. We find that the management of product variety through the way different application categories are integrated in products and the platforms on which these products are offered can be as important as the significance of scope economies at the more aggregated firm level. Specifically, we find that there is little evidence of firm benefits from economies of scope in production, but there is substantial evidence that products benefit from economies of scope in consumption. In addition, we find that firms with products that encapsulate more application categories perform better, and those with products that cover more computing platforms perform worse. Finally, changes in product variety through new product introductions improve firm performance, but extensions to existing products hinder the performance of the firm and the product. We conclude that research in scope economies can benefit from a more detailed model of the evolution of product variety that includes data and analysis at the firm level and at the product level. Copyright © 2004 John Wiley & Sons, Ltd.     

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.     

The importance of customer input in the development of very new products

This research explores the acquisition of customer input and its importance in the development of very new products. Data were gathered on 55 product development projects from the computer telephony integration industry – a new industry experiencing rapid technological change. The data were used to test hypotheses concerning the relationships between product newness, the importance of customer input in the development process, and the use of customer intensive market research methods. We found that the importance of customer input increases with market newness of a product up to a point and then drops off for very new products, whereas the importance of customer input increases with technological newness of a product without dropping off. We also found that the importance of customer input significantly increases the use of customer intensive market research methods; whereas, neither market nor technological product newness in themselves had much direct effect on research methods.     

The Influence of Digital Design and IT on Modular Product Architecture

The architecture of a product is the design and specification of inherent subsystems, components, and interfaces between subsystems. Well‐defined interfaces allow the development of standardized subsystems that may be shared across product lines, e.g., technology platforms. Past research shows the benefits of modular product architecture in terms of improving cost of goods through common components and materials as well as improving development time cycles for derivative products. Product architecture does not occur by accident; it must be engineered and implemented. This study explores the impact of digital design and information technology (IT) on the development of modular product architectures. Through an empirical study of 122 firms and follow‐up interviews with several respondents, we study the impact of digital design tools and IT infrastructure on the development of modular product architecture and overall project outcomes. The results indicate that a firm's IT infrastructure has a strong, significant relationship with the development of modular product architecture. The findings also show a strong, positive relationship between the development of modular product architecture and project outcomes. However, in contrast to the common perception that digital design tools enhance R&D productivity and effectiveness, we do not find a significant relationship between digital design tool usage and modular product architecture or overall project outcomes. The findings suggest that digital design tools and their organizational implementation need improvement in up‐front new product development phases.