企业纳入客户参与产品创新过程最优策略研究
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摘要
客户是重要创新源,打破传统的封闭式创新模式,合理利用内外部资源,将客户纳入企业产品创新过程是企业发展的必然趋势。基于创新活动创新度、客户知识对创新活动的重要度和客户领先程度,提出了客户知识累积函数和企业设计返工函数,构建了考虑创新成本和市场偏好的企业收益函数,以企业利润最大化为目标,给出了最优客户参与时间和最优交流次数以及企业策略选择的判定条件。最后,通过实例说明了该方法的应用过程,并验证了其有效性和适用性。
Many Chinese enterprises have wasted resources in innovation investment because they were used to recognizing manufactures are the ones who mainly conduct and develop the new product and ignoring the use of outside innovation resources. From when von Hippel pointed the innovation resource— customer, and because of the improvement of the network technology and spread of mobile terminal, the significance of customer has been gradually observed by the academia. Also, businesses should stress on the reasonably use of customer innovation resources in the progress of innovation. This paper established a collaborative innovation model of enterprises and customers. Customer knowledge accumulation function and enterprise rework function were constructed considering innovation degree of the product innovation, leading status of customers and the importance of customer knowledge to this innovation activity. Based on this, enterprises' innovation profit function was constructed considering innovation cost and market preference. We assume that a linear market existed, and consumers in the market were the uniform distribution on a product customization degree. And we also assume that customers and enterprises will work effectively together to participate in the business innovation activities. The paper is organized as follows. Firstly, the overlapping activities and iterative information in the process of customer participation in enterprises' new product innovation were described. Secondly, customer knowledge accumulation function was constructed considering the factors of leading status of customers, innovation degree of the product innovation and time of participation; and enterprise rework function was constructed considering the factors of the importance of customer knowledge to this innovation activity and the degree of customer knowledge accumulation. Thirdly, they are then be used to form the enterprises' innovation profit function in which innovation cost and market preference are taken account of and with the goal to maximize profit, to provide the decision conditions for the best time of client participation, optimal communication times and strategy selection. At last, actual cases are presented to explain how this method works and verify its effectiveness and applicability. For enterprises in our country, especially for the SMEs which get weakens in self-innovation resources, effectively use of outside innovation resources and reasonably involvement of customers in the innovation could deliver most benefits on the improvement of innovation ability and the enhancement of business competitive strength. To maximize innovation profit, the factors like the degree of innovation, the importance of customer knowledge, communication cost and rework cost should be taken into account.
Many Chinese enterprises have wasted resources in innovation investment because they were used to recognizing manufactures are the ones who mainly conduct and develop the new product and ignoring the use of outside innovation resources. From when von Hippel pointed the innovation resource— customer, and because of the improvement of the network technology and spread of mobile terminal, the significance of customer has been gradually observed by the academia. Also, businesses should stress on the reasonably use of customer innovation resources in the progress of innovation. This paper established a collaborative innovation model of enterprises and customers. Customer knowledge accumulation function and enterprise rework function were constructed considering innovation degree of the product innovation, leading status of customers and the importance of customer knowledge to this innovation activity. Based on this, enterprises' innovation profit function was constructed considering innovation cost and market preference. We assume that a linear market existed, and consumers in the market were the uniform distribution on a product customization degree. And we also assume that customers and enterprises will work effectively together to participate in the business innovation activities. The paper is organized as follows. Firstly, the overlapping activities and iterative information in the process of customer participation in enterprises' new product innovation were described. Secondly, customer knowledge accumulation function was constructed considering the factors of leading status of customers, innovation degree of the product innovation and time of participation; and enterprise rework function was constructed considering the factors of the importance of customer knowledge to this innovation activity and the degree of customer knowledge accumulation. Thirdly, they are then be used to form the enterprises' innovation profit function in which innovation cost and market preference are taken account of and with the goal to maximize profit, to provide the decision conditions for the best time of client participation, optimal communication times and strategy selection. At last, actual cases are presented to explain how this method works and verify its effectiveness and applicability. For enterprises in our country, especially for the SMEs which get weakens in self-innovation resources, effectively use of outside innovation resources and reasonably involvement of customers in the innovation could deliver most benefits on the improvement of innovation ability and the enhancement of business competitive strength. To maximize innovation profit, the factors like the degree of innovation, the importance of customer knowledge, communication cost and rework cost should be taken into account.
引文
[1]Von Hippel E.The source of innovation[M].Oxford:Oxford University Press,1988.
[2]Castells M.The rise of the network society[M].Cambridge,MA:Blackwell,1996.
[3]宋刚,张楠.创新2.0:知识社会环境下的创新民主化[J].中国软科学,2009,(10):60-66.
[4]Gemunden H,Gar T.Managing technological networks:The concept of network competence[J].Relationships and Networks in International Markets,1998,(8):32-45.
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[6]Prahalad C K,Ramaswamy V.The future of competition:Co-creating unique value with customers[M].Boston:Harvard Business Press,2013:137-154.
[7]Franke N,Piller F.Value creation by toolkits for user innovation and design:The case of the watch market[J].Journal of Product Innovation Management,2004,21(6):401-415.
[8]杨育,邢青松,刘爱军,等.客户协同产品创新中的组织模型及协调效率[J].计算机集成制造系统,2012,18(4):719-727.
[9]崔剑,祁国宁,纪杨建,等.基于客户结构阶层和BP的PLM客户需求[J].浙江大学学报:工程科学版,2008,43(3):528-533.
[10]陈劲,黄淑芳.企业技术创新体系演化研究[J].管理工程学报,2014,28(4):219-228.
[11]陈劲,童亮,徐忠辉.移动电话业创新源和领先用户研究[J].科研管理,2003,24(3):25-31.
[12]张红琪,鲁若愚,蒋洋.服务创新过程中顾客知识管理测量工具研究:量表的开发及检验——以移动通信服务业为例[J].管理评论,2013,25(2):108-114.
[13]Krishnan V,Eppinger S,Whitney D.Accelerating product development by the exchange of preliminary product design information[J].Mechanical Design,1995,117:491-498.
[14]Bogus S M,Diekmann J E,Molenaar K R,et al.Simulation of overlapping design activities in concurrent engineering[J].Journal of Construction Engineering and Management,2011,137(11):950-957.
[15]Dehghan R,Ruwnapura J Y.Model of trade-off between overlapping and rework of design activities[J].Journal of Construction Engineering and Management,2014,140(2):301-313.
[16]朱晓宁,张群,颜瑞,等.供应链协同产品设计开发模型及策略[J].统计与决策,2014(10):40-43.
[17]王莉.基于网络的客户参与产品开发——国内外比较研究和趋势分析[J].经济管理,2004(22):18-23.
[18]马文建,刘伟,李传昭.跨企业组织协同产品开发中供应商早期参与策略研究[J].中国管理科学,2011,19(2):147-153.
[19]钱亚东,郑国君,战洪飞,等.网络化协同设计过程管理方法和工具[J].科研管理,2004,25(1):90-95.
[20]Loch C H,Terwiesch C.Communication and uncertainty in concurrent engineering[J].Management Science,1998,44(8):1032-1048.
[21]韦铁,鲁若愚.多主体参与的开放式创新模式研究[J].管理工程学报,2011,25(3):133-138.
[22]司春林,孙鲁峰,赵明剑.创新流程与创新模式[J].研究与发展管理,2003,15(3):22-26.
[23]Sawhney M A,Prandelli E.Communities of creation:managing distributed innovation in turbulent markets[J].California Mangement Review,2000(4):24-54.
[2]Castells M.The rise of the network society[M].Cambridge,MA:Blackwell,1996.
[3]宋刚,张楠.创新2.0:知识社会环境下的创新民主化[J].中国软科学,2009,(10):60-66.
[4]Gemunden H,Gar T.Managing technological networks:The concept of network competence[J].Relationships and Networks in International Markets,1998,(8):32-45.
[5]Thomke S,Von Hippel E.Customers as innovators:A new way to create value[J].Harvard Business Review,2002,80(4):74-81.
[6]Prahalad C K,Ramaswamy V.The future of competition:Co-creating unique value with customers[M].Boston:Harvard Business Press,2013:137-154.
[7]Franke N,Piller F.Value creation by toolkits for user innovation and design:The case of the watch market[J].Journal of Product Innovation Management,2004,21(6):401-415.
[8]杨育,邢青松,刘爱军,等.客户协同产品创新中的组织模型及协调效率[J].计算机集成制造系统,2012,18(4):719-727.
[9]崔剑,祁国宁,纪杨建,等.基于客户结构阶层和BP的PLM客户需求[J].浙江大学学报:工程科学版,2008,43(3):528-533.
[10]陈劲,黄淑芳.企业技术创新体系演化研究[J].管理工程学报,2014,28(4):219-228.
[11]陈劲,童亮,徐忠辉.移动电话业创新源和领先用户研究[J].科研管理,2003,24(3):25-31.
[12]张红琪,鲁若愚,蒋洋.服务创新过程中顾客知识管理测量工具研究:量表的开发及检验——以移动通信服务业为例[J].管理评论,2013,25(2):108-114.
[13]Krishnan V,Eppinger S,Whitney D.Accelerating product development by the exchange of preliminary product design information[J].Mechanical Design,1995,117:491-498.
[14]Bogus S M,Diekmann J E,Molenaar K R,et al.Simulation of overlapping design activities in concurrent engineering[J].Journal of Construction Engineering and Management,2011,137(11):950-957.
[15]Dehghan R,Ruwnapura J Y.Model of trade-off between overlapping and rework of design activities[J].Journal of Construction Engineering and Management,2014,140(2):301-313.
[16]朱晓宁,张群,颜瑞,等.供应链协同产品设计开发模型及策略[J].统计与决策,2014(10):40-43.
[17]王莉.基于网络的客户参与产品开发——国内外比较研究和趋势分析[J].经济管理,2004(22):18-23.
[18]马文建,刘伟,李传昭.跨企业组织协同产品开发中供应商早期参与策略研究[J].中国管理科学,2011,19(2):147-153.
[19]钱亚东,郑国君,战洪飞,等.网络化协同设计过程管理方法和工具[J].科研管理,2004,25(1):90-95.
[20]Loch C H,Terwiesch C.Communication and uncertainty in concurrent engineering[J].Management Science,1998,44(8):1032-1048.
[21]韦铁,鲁若愚.多主体参与的开放式创新模式研究[J].管理工程学报,2011,25(3):133-138.
[22]司春林,孙鲁峰,赵明剑.创新流程与创新模式[J].研究与发展管理,2003,15(3):22-26.
[23]Sawhney M A,Prandelli E.Communities of creation:managing distributed innovation in turbulent markets[J].California Mangement Review,2000(4):24-54.