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.     

Managing Innovation in SMEs: A Multiple Case Analysis of the Adoption and Implementation of Product and Process Design Technologies

This work offers the results of a study which describes the experiences of twenty-six small manufacturing firms, operating in the machine tool industry in Italy, which have recently adopted and implemented advanced production technologies. A multiple case study approach was used to explore the reasons for, and obstacles to adopting the new technology, to identify key critical factors in implementation management, and to describe the characteristics of an environment that nurtures innovation. Perceived advantages, internal constraints and external context were identified as the main variables that could explain the CAD-CAM adoption and implementation practices of these small firms. Based on an analytical framework comprising 26 factors regrouped into the three mentioned variables, three groups of firms, characterized by different technology management profiles are identified. However, the system of relationships that characterizes the customer-buyer-supplier relation and the network of "real" services offered to the firm appeared two critical factors.