包装以新方式架起产品、消费者和制造商之间的桥梁

当今社会,消费品加工企业面临的一大挑战不仅是开发新产品以吸引消费者的注意力,更重要的是维系消费者的忠诚度,这一切都依赖于恰当地应用产品的外包装。包装印刷是成功的关键,同时也是未来市场投资的方向。柔性版印刷技术为包装领域带来了活力,它可以有效地改进外包装的特性。近来在包装领域出现了一个新的概念———交互式包装,它包括感觉包装、功能包装和智能包装,这一概念使包装印刷已经超出了只是改善图像效果这一范畴,而是已经成为产品的一部分,甚至就是产品本身。包装加工工艺利用将包装和产品直接联系起来的方式标识、归类最终的包…     

FROM EXPERIENCE: Products Talking to People—Conversation Closes the Gap between Products and Consumers

Product design is a complex undertaking, requiring manufacturers to find a balance among business goals, regulatory guidelines, the requirements of the distributor and retailer, and consumer demand. Along the way, it is sometimes easy to forget that, in the end, an actual person will attempt to operate the product.
Manufacturers are skilled at collecting and analyzing data about their customers and at using this information to formulate a "brand message": those things a company wants to communicate to consumers, the expectations that should be set in the consumer's mind, and what feelings and associations consumers should take away from an interaction with the company and its products. But while this information may be useful in understanding demographic and economic aspects of consumers, it often does not help the manufacturer understand how the product and user should interact—how the product and user should "talk" to each other. Something is lost in translation as a product goes from being a conceptual instantiation of a brand to being an actual physical object that a consumer must communicate with and must manipulate. The result is an experience that reflects poorly on the product and the manufacturer.
This article presents a framework for developing the interaction between user and product, using the metaphor of conversation between people. Human beings have developed a set of conversational rules and norms over the last few thousand years, and by leveraging these standards, manufacturers can create product interactions that provide a better experience to the consumer.     

Assessing the Economic Rationality of Remanufacturing Products*

Consideration is given to the factors that affect the determination of the profitability of remanufacturing product. This results in a technique being developed and applied to assess the economic rationality of remanufacturing a variety of products. A study of price preferences from 49 subjects finds that in many cases an original equipment manufacturer (OEM) will earn greater overall profits by offering both new and remanufactured versions of their product. Differences in pricing behavior are noted between both products and individuals. There also appears to be differences in switching behavior. It is, however, reasonable to treat the transfer in preference from new product to remanufactured product as linear over some price range. This assumption allows for a relatively simple calculation of under what circumstances it is economically rational for an OEM to produce both new and remanufactured products and in such situations what the relative prices, sales, and profits should result. The remanufactured products considered are retreaded tires, auto parts, cell phones, toner cartridges, printers/copiers, and disposable cameras. In addition to the article's academic contributions, techniques and insights are offered for practitioners to assist them in understanding the opportunities and implication of pursuing remanufacturing as an addition to their current products.     

How Much Will Consumers Pay? A Hedonic Analysis of the Cable Television Industry

Because cable television is the classic example of a bundled commodity, it is difficult to determine how consumers value individual cable networks offered on a typical system. This paper uses a modified hedonic framework to determine the marginal willingness to pay by consumers for individual cable networks. The traditional hedonic framework is adapted to allow for the lack of competition on the supply side of the market. It is clear that consumers do value some types of programming more than other types. Sports, news, and family programming all have positive implicit prices while program guides have negative marginal prices.     

如何做好物资采购工作

长期以来电力企业物资采购沿用的是计划经济时期传统的采购模式和管理办法随着市场经济的建立和不断完善改革物资采购管理工作势在必行。     

关于推进纺织品消费的思考

进入21世纪后，中国纺织经济仍然面临着供大于求的问题。近期国家权威性统计报告指出，2001年第一季度我国纺织产品供大于求的矛盾依然突出，衣着消费品零售价格跌势不减。笔者在数十篇文章中，坚持认为我国处在社会主义初级阶段，纺织品生产的供大于求仅是一种结构性过剩的表现。本文在坚持这个观点的前提下，从推进纺织品消费入手研究，提出解决供大求的理性思路。     

How Teamwork Matters More as Team Member Dispersion Increases*

Product development teams become increasingly dispersed because innovative project tasks require the input of specialized knowledge at multiple locations. Prior analyses indicate that as team member dispersion increases teams find it more difficult to perform high‐quality teamwork. Moreover, the literature has largely assumed that the performance effect of teamwork in innovative projects would be driven by the nature of the project task and that this would be true regardless of the degree to which team members were co‐located. The present study argues, however, that teamwork affects team performance more strongly as team member dispersion increases. Two main reasons for this are discussed: (1) High‐quality teamwork can leverage the increased knowledge potential of dispersed teams; and (2) team leaders in more dispersed teams have little possibility to compensate low‐quality teamwork through hands‐on leadership. Responses from 575 managers, team leaders, and team members of 145 new product development (NPD) projects in the software industry were used to analyze the moderating effect of team member proximity on the relationship between teamwork quality and team performance. Using regression analysis, support is found for the initial hypothesis that team member dispersion moderates the relationship between teamwork quality and team performance, that is, that increasing team member dispersion increases the positive impact of teamwork quality on team performance. As such, the present analysis advances understanding of dispersed teams, showing that teamwork quality not only is more difficult to achieve but also is more critical to team performance as team dispersion increases. Furthermore, low‐proximity teams can reach higher levels of effectiveness and efficiency than co‐located ones if they manage to achieve high levels of teamwork over distance. Thus, team dispersion may well be an opportunity and should not just be regarded as a liability to be overcome or avoided. This research recognizes that the vast majority of teams are neither perfectly co‐located nor perfectly virtual. There are many shades of gray between these two extremes, and various individual, team, task, and contextual characteristics may have an effect on how decreases—however small—in geographical proximity affect the process and performance of teams. Future research is encouraged to address such factors at different levels of analysis aimed at providing managers with recommendations for dispersed teamwork.     

Coordination of Design Supply Chains for Bundling Physical and Software Products*

Research on product development management has concentrated on physical products or on software, but not both. This article explores a special new product development (NPD) approach in which the internal development of core physical products is augmented by bundled and largely outsourced software features. We studied a medical device producer that has established a new medical information product group (MIPG) within their NPD organization to create software features that are bundled with their core physical products. The MIPG has conceptualized these software features as multiple software development projects, and then coordinated their realization largely through the use of external software suppliers. This case study centers on the question: how can firms effectively coordinate such product development processes? Our analysis of case evidence and related literature suggests that such product bundling processes, when pursued through design supply chains (DSC), are more complex than is typical for the development of streams of either physical products or software products individually. We observe that DSC coordination transcends the requirements associated with traditional “stage‐gate” NPD processes used for physical product development. Managers in DSC settings face a tension inherent to distributed work: keeping internal and external development efforts separate to exploit the design capabilities within a network of software suppliers, while ensuring effective delivery of a stream of bundled products. Many managers face this coordination tension with little, if any, prior knowledge of how to create a streamlined and effective DSC. Our research indicates that these managers need to make a series of interrelated decisions: the number of suppliers to qualify and include in or exclude from the DSC; the basis for measuring and modifying the scope of the suppliers' work; the need to account for asymmetric cost structures and expertise across the DSC; the mechanisms for synchronizing development work across elements of the DSC; and the approaches for developing skills—both technical and administrative—that project managers need for utilizing in‐house competencies while acquiring and assimilating design know‐how from external development organizations. When managers take a flexible approach toward these decisions based on a modular set of software development projects, they can improve their NPD outcomes through technical and organizational experimentation and adjust their own resource deployment to best utilize the suppliers' capabilities within their DSC.     

Design of Robust New Products under Variability: Marketing Meets Design*

In designing consumer durables such as appliances and power tools, it is important to account for variations in product performance across different usage situations and conditions. Since the specific usage of the product and the usage conditions can vary, the resultant variations in product performance also can impact consumer preferences for the product. Therefore, any new product that is designed should be robust to these variations—both in product performances and consumer preferences. This article refers to a robust product design as a design that has (1) the best possible (engineering and market) performance under the worst‐case variations and (2) the least possible sensitivity in its performance under the variations. Achieving these robustness criteria, however, implies consideration of a large number of design factors across multiple functions. This article's objectives are (1) to provide a tutorial on how variations in product performance and consumer preferences can be incorporated in the generation and comparison of design alternatives and (2) to apply a multi‐objective genetic algorithm (MOGA) that incorporates multifunction criteria in order to identify better designs while incorporating the robustness criteria in the selection process. Since the robustness criteria is based on variations in engineering performance as well as consumer preferences, the identified designs are robust and optimal from different functional perspectives, a significant advantage over extant approaches that do not consider robustness issues from multifunction perspectives. This study's approach is particularly useful for product managers and product development teams, who are charged with developing prototypes. They may find the approach helpful for obtaining customers' buy‐in as well as internal buy‐in early on in the product development cycle and thereby for reducing the cost and time involved in developing prototypes. This study's approach and its usefulness are illustrated using a case‐study application of prototype development for a handheld power tool.     

Featuring Capability: How Carmakers Organize to Deploy Innovative Features across Products

Innovative features such as hands‐free car entry and ignition systems, stop‐start devices, telematics systems, and panoramic windshields are increasingly important to carmakers' innovation strategies. However, while product‐centric innovation has been extensively studied, there is less insight into the way companies implement their feature‐innovation strategies. The capability to explore, integrate, and deploy such attractive features is a critical dynamic capability; it allows carmakers to refresh their products, develop their competences, and maintain the efficiency of their traditional new product development. This research investigates the structures and processes of feature innovation in the automotive industry. It is based on a global investigation encompassing 9 generalist carmakers and 26 cases of feature innovation. The results show a clear trend, over the past decade, toward a structure of autonomous “advanced engineering” units and processes that are responsible for exploring innovative features and transferring them to multiple products. This paper details the key attributes of these units, and the role they play along the multiproduct learning cycle. Supplementing this structural analysis, the paper also identifies the coordination patterns between exploration and new product development activities. These results provide industry‐level insights into the way firms organize their feature‐innovation capability, and bring empirical elements to the ambidexterity literature.     

对西部地区成品油物流配送中心建设的构想

在分析西部地区中国石油销售系统物流配送业务发展现状及存在问题的基础上,提出成品油物流配送中心的建设应按照"四化一高"的要求,坚持"五统一"原则,整体规划、分步实施、稳妥推进、务求实效.在西部9省区拟建设物流配送中心56个,配送油库63座,辅助油库47座;重组业务机构、调顺关系,优化配送流程;按照统一的建设标准,集中投资,加快改造配送油库,根据以后的发展需要,逐步关停大部分辅助油库;加快建设一二次物流信息系统和物流数据仓库,从而达到科学优化、自动处理、实时调度、信息共享的目的,为科学决策和控制提供支持.     

How Cloudy a Crystal Ball: A Psychometric Assessment of Concept Testing*

Although traditional and conjoint forms of concept testing play an important role in the new product development process, they largely ignore data quality issues, as evidenced by the traditional reliance on the percent Top‐2‐Box scores heuristic. The purpose of this research is to reconsider the design of concept testing from a measurement theory (generalizability theory) perspective and to use it to suggest some ways to improve the psychometric quality of concept testing. Generalizability theory is employed because it can account for the multiple facets of variation in concept testing, and it enables a concept test to be designed to provide a required level of accuracy for decision making in the most effective way, whether the purpose of measurement is to scale concepts or something else, such as to scale respondents. The paper identifies four types of sources—concept‐related factors, response task factors, situational factors, and respondent factors—that can contribute to the observed variation in concept testing and develops six research propositions that summarize what is known or assumed about their contribution to observed score variance. Four secondary data sets from different concept testing contexts are then used to test the propositions. The results provide new insights into the design of concept tests and the psychometric quality of the concept testing data: (1) the concepts facet is not a major contributor to response variation; (2) of the response task factors, concept formulations are a trivial source of variance, but items are not always a trivial source of variance; (3) the situational factors that are investigated are trivial sources of variance; (4) respondents are always a major contributor to the total variation; (5) concepts by respondents are not always a major contributor and the other interactions are often not trivial; and (6) residual error is always a major source of variance. Additionally, the analyses of the secondary data sets enable some useful managerial conclusions to be drawn about the design of concept testing. First, the sample size needed to reliably scale concepts depends on the types of concepts being tested. Second, averaging over items provides considerably more reliable information than relying on a single item. Third, which specific item performs best is inconsistent and very context specific. The popular purchase intention item is never the best single item to use. Fourth, not much is gained by sampling levels of the response task factors. Finally, concept testing should be designed to meet the needs of specific managerial tasks.     

The Impact of Fit Measures on the Consumer Evaluation of New Co‐Branded Products*

A popular strategy currently employed for new product introductions is co‐branding. Such a strategy allows a brand to innovate with the support of a partner brand. The present study investigates how consumers perceive a new product with two brands. Previous research focused on the logic of a brand combination by investigating the impact of the fit between both existing product categories (i.e., product‐product fit) and the fit between both brand images (i.e., brand‐brand fit) on the evaluation of a new co‐branded product. However, no study has yet focused on the relationships between both brands and their existing product categories, and the specific new product that has been developed. The present paper aims to improve the understanding of the potential benefits of co‐branding by taking the role of the new product into account. The empirical study discussed in this paper replicates and extends the model of Simonin and Ruth (1998) by adding two new measures to their model. These measures are related to the fit of both existing product categories with the new product (i.e., new‐product‐product fit) and the fit of both brand images with the new product (i.e., new‐product‐brand fit). The results from this empirical study with 210 consumers in The Netherlands show that product‐product fit, brand‐brand fit, and new‐product‐brand fit have a significant positive impact on the evaluation of a new co‐branded product. New‐product‐product fit was not significantly related to consumer evaluations. In addition, the results show that consumers prefer a new co‐branded product that can be clearly associated with one of the brands in the partnership so that it can be categorized unambiguously. This paper discusses these findings and provides implications for research and managerial practice in the important and growing field of brand‐driven innovation.     

Why Customers Value Self‐Designed Products: The Importance of Process Effort and Enjoyment*

This study analyzes which factors prompt customers to attribute value to products they design themselves using mass‐customization (MC) toolkits. The assumption that self‐design delivers superior customer value is fundamental to the concept of MC toolkits and can be found in almost any conceptual work in this field. However, spectacular failures reinforce the practical relevance of developing a deeper understanding of why and when MC toolkits generate value for customers—and when they do not. Research to date has assumed that the closer fit between the self‐designed product's characteristics and the preferences of the customer is the dominant source of value. In this research, it is asked whether the enjoyment and perceived effort of the self‐design process have an additional impact on the perceived value of self‐designed products. This question is interesting because one could argue that a rational actor would hardly be willing to pay ex post for an economic good already consumed. The hypotheses are tested on 186 participants designing their own scarves with an MC toolkit. After completing the process, they submitted binding bids for “their” products in Vickrey auctions. Therefore, real buying behavior, not merely stated intentions, is observed. The present study finds that the subjective value of a self‐designed product (i.e., one's bid in the course of the auction) is indeed impacted not only by the preference fit the customer expects it to deliver but also by (1) the process enjoyment the customer reports, (2) the interaction of preference fit and process enjoyment, and (3) the interaction of preference fit and perceived process effort. In addition to its main effect, preference fit can be interpreted as a moderator of the value‐generating effect of process evaluation: in cases where the outcome of the process is perceived as positive (high preference fit), the customer also interprets process effort as a positive accomplishment, and this positive effect adds (further) value to the product. It appears that the perception of the self‐design process as a good or bad experience is partly constructed on the basis of the outcome of the process. In the opposite case (low preference fit), effort creates a negative effect that further reduces the subjective value of the product. Likewise, process enjoyment is amplified by preference fit, although enjoyment also has a significant main effect, which means that regardless of the outcome, customers attribute higher value to a self‐designed product if they enjoy the process. In a way, this effect resembles of the classic story of Tom Sawyer and the fence, in which Tom manages to “frame” the tedious chore of whitewashing a fence as a rare opportunity—thus persuading his friends to pay him for letting them work. Manufacturers designing an MC system therefore are advised to designing MC toolkits in a way that they elicit positive affective reactions that make their customers value their work.     

Absorptive Capacity and Source‐Recipient Complementarity in Designing New Products: An Empirically Derived Framework*

Numerous publications are dedicated to absorptive capacity and new product development (NPD). Most are centered on the recipient team, and very few consider the effects of the source team knowledge characteristics on the knowledge absorption and the NPD performance. This paper analyzes the type of the external knowledge sourced from outside the organization and the process through which it is used by the recipient firm and the effect on NPD performance. This is done through a specific type of source team knowledge, the design, and through the NPD process in industries (clothing and construction) where it plays a key role. NPD cases were analyzed and clustered in three categories of design absorption processes. From these categories, a conceptual framework of the source‐recipient knowledge complementarity and its impact on the NPD performance is proposed. The main result is that the complementarity between the recipient and the source knowledge is a critical aspect of the absorption process and therefore of the NPD performance. From a managerial perspective, this research highlights the role of design in the NPD process and how the combination of design knowledge with prior knowledge (marketing or technological) is related to NPD performance.     

Exploring Robust Design Capabilities,Their Role in Creating Global Products,and Their Relationship to Firm Performance*

With the increasing desire for products suitable for widely varying markets worldwide, this study offers insight into capabilities associated with successful robust design in global product markets. These robust design capabilities (i.e., the possibility for success under varying circumstances or scenarios) are a potential organizational response to rapid change and uncertainty, which also improve the likelihood of product acceptance on a global basis. From literature, executive interviews, and anecdotal evidence, four capabilities associated with robust product design are derived: (1) functional; (2) aesthetic; (3) technological; and (4) quality based. A model is proposed and an empirical test conducted that considers the moderating influence of environmental uncertainty on the relationship between these robust capabilities and firm performance. The findings suggest that the use of robust design capabilities are affected by uncertainty and have an important influence on firm performance and speed to market. Specifically, the product development process tends to be characterized by aesthetic and technological robust design capabilities in more certain environments and functional robust design capabilities in more uncertain environments when seeking to improve firm performance. Alternatively, technological design capabilities in more certain environments and functional design capabilities in more uncertain environments are associated with improved speed to market.     

Life‐Cycle Flexibility: How to Measure and Improve the Innovative Capability in Turbulent Environments*

Managing innovation in rapidly moving environments, such as Interned‐based services, is a major challenge for the consolidated theories on product and service development. The innovation management literature identifies flexibility as the right way for coping with these challenges. By increasing the development process flexibility, it is possible to reduce the development time as well as the time and cost needed for last‐minute concept changes. But this is not enough. The product or service must also be flexible after it has been released: A life‐cycle flexibility (LCF) must be pursued. Focused on the Italian on‐line discount brokers industry, this article is a result of a two‐staged research process that started with a qualitative explorative phase (i.e., case‐study methodology) and ended with a quantitative explorative one (i.e., questionnaire methodology). It identifies three different LCF dimensions—frequency of adaptation, rapidity of adaptation, and quality of adaptation—and it defines a metric for each of them. Subsequently, it identifies five managerial and organizational practices that increase at least one of the three LCF dimensions: (1) to manage the back‐end technological competences; (2) to share the front‐end technological competences with external suppliers; (3) to utilize open and standard technologies; (4) to have a low formalization of the new service development (NSD) procedures; and (5) to have high formalization of the NSD organization.     

A Conjoint‐Hazard Model of the Timing of Buyers' Upgrading to Improved Versions of High‐Technology Products*

Understanding consumers' upgrading behavior is essential to product planning. Product managers would like to know what fraction of customers would upgrade to new and improved versions, and how fast. This paper presents a method to forecast the sales path of an improved version of a high‐technology product defined in terms of its price path and multiattribute product specification. The approach is potentially useful to managers to answer what‐if questions on the effects of alternative price paths and product specifications of the upgrade on when and what fraction of customers will upgrade. By doing such analysis for several product options under consideration, managers can choose the best feature specification and price path for the upgrade. The proposed approach integrates an individual‐level conjoint utility model with a hazard function specification. The first stage of estimation (i.e., conjoint analysis) measures individual‐level multiattribute utility functions, and the second stage (i.e., duration analysis) calibrates the coefficients of predictor variables of the time to upgrade via maximum likelihood. An illustrative application in the personal digital assistant (PDA) category confirms the predictive validity and potential usefulness of the proposed approach. Among the empirical findings are that higher upgrade costs and expectation of faster product improvement tend to delay buyers' upgrading decisions. The roles of other predictor variables such as product category characteristics, consumer characteristics, and peer pressure were also confirmed.