Planned Flexibility: Linking Anticipation and Reaction in Product Development Projects

The early phases of a product development project (i.e., concept generation and product planning) are commonly acknowledged to play a central role in the success of product innovation. Early decisions are unlikely to be changed during downstream phases, unless high costs and time are experienced. They have therefore the highest influence on project performance. However, early analysis and problem solving is also a difficult task, because the necessary information and insights are not available until one gets into detailed design. Most companies are locked in this dilemma between anticipation (i.e., anticipating decisions in the early phases of product development, where influence on performance is substantial) and reaction (i.e., delaying decisions to downstream phases, where information and opportunities are manifest). This article investigates early development practices in 18 Italian and Swedish companies, operating in the vehicle, helicopter, and white-goods industries. It shows that neither anticipation nor reaction may be considered a best practice in absolute terms. Rather, it identifies four possible approaches to manage the early phases (detailed, selective, comprehensive, and postponed), where anticipation and reaction have different balances. In addition, the article shows how anticipation and reaction are not contradictory or mutually exclusive, but strongly interact with each other through a mechanism that we call planned flexibility, i.e., the capability to build flexibility into the development process due to decisions taken early in the project.     

Innovation and Product Development Strategies in the Italian Motorcycle Industry

The motorcycle industry in Italy offers fertile ground for anyone interested in developing a better understanding of the role innovation plays in enhancing a firm's competitive position. This industry includes both domestic and Japanese firms, with companies ranging from high-volume manufacturers to specialty or niche producers. Firms trying to gain a competitive edge in this crowded field must contend with not only advances in product and process technology, but also the whims of fashion. In a survey of top-level marketing and product development managers from eight leading firms in the Italian motorcycle industry, Moreno Muffatto and Roberto Panizzolo explore the innovation models these firms employ to enhance their competitive position. Their study has the following objectives: categorizing the various competitors in terms of their product and market strategies and their product development and innovation strategies; highlighting differences between the methods of Italian and Japanese firms competing in this market; analyzing the relationships between firms, as well as the roles suppliers play in the various innovation strategies; and identifying the various organizational models employed by the firms in this industry. Different product and market strategies are identified on the basis of three variables: total production volume, the number of different products offered, and the number of different engine capacities offered. Using these variables, the companies in the study are categorized as volume producers, specialists, or niche specialists. The firms are further differentiated on the basis of the relative emphasis each places on product technology and design, product innovation, product variety, and time-based competition. In the firms studied, partnerships play a key role in new product development. Nearly every firm participates in joint projects, most often involving development of either an entire vehicle or an engine. Other partnerships involve firms in countries that offer emerging markets for the motorcycle industry. Organizational structures and strategies employed by the volume producers in this study include: the large product leader, who oversees concept definition and product planning; the project leaders group, which coordinates all phases of development, including activities assigned to external groups; the project managers matrix, a matrix organizational structure with a strong product orientation; and the business unit program manager, who oversees all projects within an independent business unit.     

The role of industry variety in the creation of innovative start-ups in Italy

Small Business Economics - This paper aims to ascertain whether related and unrelated industry variety affects the creation of innovative as opposed to other start-ups in Italian local labor market...     

Evaluating Small Businesses' Performance in Public e‐Procurement: Evidence from the Italian Government's e‐Marketplace

e‐Procurement is widely advocated as an effective tool to promote the participation of small and medium enterprises (SMEs) as well as micro enterprises in the public procurement market. However, little evidence exists as to what factors may influence the allocation of contracts to differently sized suppliers. We address this issue by analyzing a rather rich and unique data set, namely the “direct award” (low‐value) transactions that took place on the Italian e‐marketplace during the period 2005–2010. In this paper, we exploit data from low‐value transactions to test the impact of different structural dimensions of the national public e‐marketplace on the probability that firms of different size are awarded public contracts, particularly focusing on micro and small firms. We find that both the nature of the public buyer and the characteristics of the traded goods/services do have an impact on different firms' ability to be awarded public contracts. We also test to what extent the geographical distance between public buyers and private suppliers explains the propensity of different size class of firms to be awarded public contracts, proving, at least to some extent, that some features of “physical” procurement markets are mirrored in the “virtual” market.     

Expectations,network effects and timing of technology adoption: some empirical evidence from a sample of SMEs in Italy

We provide evidence on the influence of expectations and network effects on the timing of technological adoption. By considering a sample of SMEs operating in Italy, we focus on the determinants of their decision to adopt Fast Ethernet, a communication standard for Local Area Networks (LANs). We find that both expectations and network effects significantly affect the timing of adoption. In particular, price expectations generally tend to delay adoption and (indirect) network effects in the form of backward compatibility as well as informational spillovers tend to foster adoption. Firm size also matters.

Entry,trade costs,and international business cycles

Are firm entry and fixed exporting costs relevant for understanding the international transmission of business cycles? We revisit this question using a model that includes entry, selection to exporting activity, physical capital accumulation and endogenous labor supply. We determine that once the stochastic process for exogenous productivity is calibrated to consider the endogenous dynamics in TFP created by the number of firms and the time series volatility of entry is calibrated to the data, our model yields minimal departures from the Backus et al. (1992) benchmark. The richer model shares all of the successes of the previous model in terms of the volatilities of aggregate quantities, as well as its failures, in terms of replicating patterns of international co-movement and the volatility of international relative prices.     

Service quality control mechanisms in franchise networks

This paper reports the study of some factors that influence the control intensity exerted by franchisors on the service quality provided by the franchised units of their networks and what interdependencies exist between the different mechanisms that can be used to monitor service quality. On the one hand, three control mechanisms of conformance quality are considered, namely audits, mystery shoppers, and mandatory purchase of inputs and products. On the other hand, polls are used to monitor perceived quality by customers. There are two main findings. First, control intensity is greater in those industries in which customers tend to be non-repetitive. Second, four complementary relationships are found between control mechanisms: between audits and mystery shoppers, between audits and polls, between mandatory purchase of inputs or products and mystery shoppers, and between mandatory purchase of inputs or products and polls.     

Making Location Decision Based on Regional Industrial Capabilities: A Case of a Distributor

This article presents a structured process to make facility location decisions based on regional industrial capabilities. It presents a framework for collecting business intelligence on major cities of the region of interest. In the next step, the collected business intelligence is incorporated into a quantitative decision analysis model for facility location. While the proposed framework is generic and builds on the existing international business and supply chain management literature, the article mainly focuses on the facility location problem of a distribution firm that is not well represented in the literature. Two cases—one each for new and established distributors who are trying to sell to the Mexican market—are presented in the article.