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  Referencia 10186
Título: Potenciación del cliente en el desarrollo de nuevos productos
Título original: Customer Empowerment in New Product Development
Autor: Dr. Christoph Fuchs; Dr. Martin Schreier
Resumen:

The traditional new product development (NPD) model, in which companies are exclusively responsible for coming up with new product ideas and for deciding which products should ultimately be marketed, is increasingly being challenged by innovation management academics and practitioners alike. In particular, many have advocated the idea of democratizing innovation by empowering customers to take a much more active stake in corporate NPD. This has become feasible because the Internet now allows companies to build strong online communities through which they can listen to and integrate thousands of customers from all over the world. Extant research has provided strong arguments that indicate that customer empowerment in NPD enables firms to develop better products and at the same time to reduce costs and risks if customers in a given domain are willing and able to deliver valuable input. 

Customer empowerment, however, not only affects the firm's internal NPD processes as reflected in the products that are ultimately marketed. Instead, it might also affect the way companies are perceived in the marketplace (by customers who observe that companies foster customer empowerment in NPD). This paper provides the first empirical study to explore how customers from the "periphery" (i.e., the mass that does not participate) perceive customer empowerment strategies. Customer empowerment in NPD is conceptualized along two basic dimensions: (1) customer empowerment to create (ideas for) new product designs; and (2) customer empowerment to select the product designs to be produced. Therefore, customers may be empowered to submit (ideas for) new products (empowerment to create) or (2) to "vote" on which products should ultimately be marketed (empowerment to select). In the course of two experimental studies using three different product categories (T-shirts, furniture, and bicycles) both customer empowerment dimensions (as well as its interaction) are found to lead to (1) increased levels of perceived customer orientation, (2) more favorable corporate attitudes, (3) and stronger behavioral intentions.

These findings will be very useful to researchers and managers interested in understanding the enduring consequences of customer empowerment in NPD. Most importantly, the results suggest that empowerment strategies might be used to improve a firm's corporate associations as perceived by the broad mass of (potential) customers. In particular, marketers might foster customer empowerment as an effective means of enhancing perceived customer orientation. Customers will in turn provide rewards, as they will form more favorable corporate attitudes and will be more likely to choose the products of empowering as opposed to nonempowering companies, ceteris paribus. Customer empowerment thus constitutes a promising positioning strategy that managers can pursue to create a competitive advantage in the marketplace.

Idioma: Inglés     País: Italy; Netherlands     ISBN / ISSN: 0737-6782     Año: 2011
Tipo: Artículo
Área: Aplicación de las TIC > Redes sociales
Entidad: Bocconi Univ, I-20136 Milan, Italy// Erasmus Univ, Rotterdam Sch Management, NL-3000 DR Rotterdam, Netherlands
Fuente: JOURNAL OF PRODUCT INNOVATION MANAGEMENT
Localización en fuente: Volume: 28 Issue: 1 Pages: 17-32 Published: JAN
Descriptores: Customer integration, new product development, customer empowerment, customer orientation, user innovation, co-creation
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