and adapting existing products to the needs of customers. This explains why economists have reopened the debate on
and adapting existing products to the needs of customers. Small firms account for a disproportionate share of new product innovation given their low R&d expenditures (Acs and Audretsch
where they build direct links between manufacturers and final customers. But to properly take advantage of such internet-based financial and accounting systems
The digital world enables individual product customization The customers will directly interact only with the intermediary,
you have to find customers for your speciality all over the world in order to recoup your R&d investment."
the small and medium-sized enterprises consider it important to undertake such global investments because of the demonstration effect--to show potential customers
to customers. While such services could be contracted out, the asset specificity of the product, combined with its high technological sophistication,
While customers may be satisfied in a static sense, the enterprise is not engaging in dynamic product development,
Customers eventually reward technological leaders that can provide them with unanticipated product innovations and improvements.
Ideally in SMES scientists and engineers should have a deep understanding of what their customers actually need,
but this can only be nurtured through close and frequent contact with the customers. Such direct and repeated contact between customers and the engineering department is particularly important
so that the latter do not underestimate the problems of applying technology to commercial needs. Indeed, non-marketing employees in the German Mittelstand engage in direct contact with customers at twice the frequency as in the largest German corporations.
This is typical of the importance placed in German SMES on having customer interaction with engineering, manufacturing,
The interaction between customers, manufacturers, and capital good suppliers in Italy has created an environment that pushes innovation forward.
The same is true of the close relations between manufacturers and customers the latter providing rapid feedback on technical solutions.
which one meets new SME-customers. -Organisation of workshops. Workshops about specific technologies or organisational changes are given regionally (see training in figure 4). Workshops are oriented to restricted target group of SME who are already regular customers.
-Distribution of business information. All sorts of information dissemination is possible through web sites, production of newsletters, even regional television. 94.
and engineering knowledge available (from public research institutes, customers, suppliers) and their own dayto-day business activities.
and customers who share common business or technical goals, at reduced costs and with minimal infrastructural investments.
Innovation Stockholm has about 1 000 customers a year, and 20%of them commercialize their innovative idea.
Participants of this process are customers, intermediaries and the Steering committee RIS NÖ, which supports the process.
or margins and/or retain more customers than its competition. There can be many types of competitive advantages including the firm‘s cost structure, product offerings, distribution network and customer support.
In today's markets the inputs of customers and their fast changing needs makes it imperative that enterprises continuously improve the way business is conducted.
through cooperation between suppliers and customers, service providers and scientific institutions to achieve innovations of high quality.
The results of Nguyen and Mothe (2008) confirmed that cooperation with customers had a positive impact on performance.
Pavitt (1991) raised issues such as flexibility, short communication lines, close relations with customers, motivation of management and labour force, less bureaucracy, little filtering of proposals with strong interest
Adaptability through nearness to markets and close working relationships with customers were again found to be associated with innovation.
According to their study, close linkage and cooperation with customers and suppliers had a direct and significant positive impact on the innovation performance of SMES. 2. 8 Capabilities Required To Execute Innovation Processes In SMES Albaladejo
and engage customers, suppliers, competitors, and complementary organizations to develop new approaches to generating new wealth.
This was in line with the findings done by Pavitt (1991) he raised issues such as flexibility, short communication lines, close relations with customers, motivation of management and labour force
and customers loyalty. Hypothesis test results were analysed also and the following results were obtained. ijcrb. webs. com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS COPY RIGHT 2013 Institute of Interdisciplinary Business Research 3 8 3 MARCH 2013 VOL 4,
and will need to start anticipating the wishes of customers with very different needs and wishes.
All cooperative projects between customers and suppliers do not always lead to payment in full. This is the case when a customer tests for free the new product of his supplier.
For example, customers using 3m's Surface Saver tape for making ophthalmic lenses requested recyclable release liners for the tape. 3m put together an LCM team to solve the problem.
resulting in a 40%solid waste reduction for customers, reduced shipping costs for the double-sized rolls,
over 130 eco-efficiency analyses have been carried out, about half in collaboration with BASF customers. One such study, commissioned by the parliamentary faction of the German Green party, compared the eco-efficiency of new and old refrigerators.
through different phases of production (involving a combination of physical transformation and inputs of various producer services), delivery to final customers,
as customers buy a set of products instead of just one product. Most of my buyers order 25 to 100 sets.
However, an early application could be the overnight redistribution of car hire fleets e g. between city centres and airports or peripheral parking sites ready for pick-up by customers the following day.
innovation seems a natural strategy for firms to meet their customers'demands and to face competitive pressures.
or the knowledge about customers and markets. Another reason to engage into international R&d activities is the access to the market and hence,
each of which may influence our customers in the market, and the product manufacturer's supply chain,
The trust of customers is paramount and is higher in the USA than in the EU
Amazon's customer databases hold names, addresses, telephone numbers, email addresses, profiled preferences and, most important, credit card details of its 137 million customers.
The USA therefore proved to be a more conducive environment to launch a business that depended on holding such information with less need to reassure customers over privacy and security.
Thus clusters should include the customers for robotics as well as suppliers. Most useful would be a form of government insurance for smaller user companies,
and customers value selection. Amazon grew up in world of book delivery dominated by the publishers and dominant physical distributors,
2. 8 BNUS$1. 5bn 61 the lack of single market, both in customers, and in homogeneity of business services across the EU, compared to a single set of business services in the USA-e g. availability of low cost parcel carriers in competition with the incumbent post office, at the level of the USA.
sell and deliver stuff to customers. Amazon perfectly understands the conventional cocktail of low prices, large selection, convenience and satisfaction from the customer experience.
pursuing customers progressively into new areas, preferring to innovate incrementally while keeping a close eye on the innovations of competitors.
Management pays careful attention at the idea/creation stage to what customers are looking for in the products they choose.
that has helped Amazon to understand its customers and so become the largest Internet retailer in the world,
and consumer-electronic devices), building tailored offerings for enterprise customers, and diversifying revenue through subscriptions, premium accounts and advertising.
We consolidated our position as German market leader for social recruiting where we acquired more than 800 new customers.
E Ink's customers are those making display devices of any kind and include Amazon (the Kindle series), Samsung, Sony, Casio, Citizen, Hanwan, Hitachi, irex, Lexar,
The UK needs clusters, of customers as well as suppliers; R. U. Robots sees this as most useful to increase their business.
Some form of support for those customers taking robotics technology for the first time would allay the fears they often see in small companies over investments in robotics. UK universities are not fully supportive they do not seem to be able to partner well with industry.
and 25%allowance for R&d for work delivered to external customers. Each year it is necessary to negotiate again with the tax authorities to receive this
in order to become known to potential customers. One such EU project is for stroke rehabilitation robots (SCRIPT-Supervised Care
supporting research and development through subsidies, acting as lead customers for innovative solutions, etc. However, most innovation results from existing regional capabilities that transform into new industries in different forms.
that is to say a position of economic strength affording it the power to behave to an appreciable extent independently of competitors, customers and ultimately consumers (Framework Directive) SMTP Simple Mail Transfer Protocol TB Terabyte (1 Terabyte
What bandwidth are customers likely to want going forward? It is not as difficult as one might think to construct a reasonable estimate.
Different customers will have different bandwidth needs. Different networks will have different customers and their customers may use their respective networks in different ways (especially fixed versus mobile.
All of this argues against a onesize-fits-all approach, and also against a one-technology-fits-all approach.
Again, networks should be designed so as to evolve over time to meet the needs of their respective customers.
Eurodocsis 3. 0 cable systems already comfortably exceed the 100 Mbps called for in the DAE. Even with current technology, cable networks are capable of meeting realistic consumer bandwidth demand well in excess of that which is likely to be present in 2020,
which customers are located, to the capabilities of networks already deployed there, and to the evolution over time of customer needs and of technological capabilities of different transmission media. 17 This follows from the basic mathematics (queuing theory) that governs network performance.
), central intelligence facilities (Cable Modem Termination Systems, CMTS), optical nodes (fibre hubs) defining a specific cable cluster of customers,
The customers within a given cable cluster, however, share this capacity. 40 We discuss cable capabilities at length in Section 5. 4. 1. 3 Wireless solutions Wire less solutions based on Orthogonal Frequency Domain Multiplexed (OFDM) technologies such as LTE
Last but not least, the advantages of ubiquitous broadband access for customers are considerable and they could well compensate for lower guaranteed speeds. 41 One might well add that mobility offers advantages of its own.
In the cable system, the customers in a given cable cluster share the available capacity, while in a GPON system this is the case for the customers connected to a given splitter. 41 Feijoo,
C.,Gómez-Barroso, J.-L.,Ramos, S. and R. Coomonte (2011a: The Mobile Communications Role in Next Generation Networks:
and business and residential customers. These particular results were computed for Germany, but they are consistent with previous less detailed results,
If customers paid for their fibre-based ultra-fast access based on the individualised cost of deploying it,
GPON) for some customers, for example in greenfield development settings. The upgrades that we are considering in this chapter are concerned primarily with capacity,
Virgin Media has announced plans to offer 1. 5 Gbps service to selected customers on a trial basis,
whatever data capacity is available is shared by all connected customers. With proper management, however, the data capacity can meet realistic customer requirements under quite a wide range of assumptions.
Replacement of the DOCSIS 2. 0 modem at the customer‘s premises for those customers who require
Cable operators are able to increase capacity in a number of ways in order to meet the needs of their customers.
the cable operator might reduce the number of competing end-customers served per fibre hub
First, as long as multiple customers share the same existing coaxial cable, unit costs will tend to be lower than Fibre-to-the-Home (FTTH) solutions where copper to every customer must be replaced with fibre.
so as to ensure that we can offer our customers the best service quality. In doing so, we have fastened on the right technology mix of (V) DSL and glass fibre,
We have to some extent lost a lot of customers to cable companies. I am not just talking about Cablecom,
Physics, and Engineering with 200 industry partnerships and customers globally and approximately 30 researchers in residence from some of these companies.
but customers are consuming more data, indicating an increase in the intensity of usage. MTN reported a growth of 63 per cent in data volumes in the first half of 2013
Omantel provides discounted broadband Internet offers for eligible customers. 8 Wireless-broadband penetration levels vary considerably across the region.
with three national operators and several regional operators competing for 143 million potential customers. Data from household surveys collected in a number of CIS countries underline that mobilecellular penetration,
and started to offer LTE services to customers. The top five countries in the world in terms of fixed-broadband penetration (Monaco, Switzerland, Denmark, Netherlands and France) are all European.
customers in developing countries are getting a connection five times slower on average than that enjoyed by customers in developed countries.
customers in most urban areas of Ireland can subscribe to FTTH services, thus benefiting from Internet access at high speeds (50 Mbit/s) for as little as USD 19.9
As a result, dial-up (narrowband) Internet remains the de facto technology for Internet access by residential customers in the island. 19 Asia
fixed-broadband markets have been opened to a much larger degree of competition in other regions, to the benefit of customers.
and operators are continuously launching innovative offers to try to attract new customers. On top of the main types of mobile-broadband plans for which ITU collects data on prices (Figure 4. 1),
and Verizon in the United states, are allowing customers to pool the data consumed by different devices in a single subscription. 23 In addition,
because operators will usually offer lower prices to customers who subscribe to a monthly service, since they generate a more predictable revenue flow.
which means that operators are in most cases offering the same rates to postpaid and prepaid smartphone customers.
Such high monthly data allowances for prepaid mobile-broadband dongles suggest that these services target high-end customers, rather than the average user.
suggesting that postpaid rather than prepaid is the base offer for regular computer-based mobile-broadband customers.
which have made more efficient network infrastructure available at lower cost. 42 A pivotal element for ensuring that lower costs are passed on in terms of lower prices for customers is competition.
because it determines to a great extent how much customers are willing to pay for a given service. In a country with high economic levels, there are potentially more customers who can pay more for the same service than in a country with low economic levels.
According to the results of the econometric model, a country with a GNI p. c. of USD 11 000 is correlated with prices 2. 1 per cent higher than a country with GNI per capita of USD 10 000,
thus limiting the possible benefits that competition may yield in terms of more affordable prices for customers.
because fixed-broadband services in the island are only available to business customers, the only Internet access available to residential customers being dial-up. 15 For more details on Eircom's FTTH roll out,
see http://www. eircom. net/efibreinfo/map. 16 The most visited websites in Tunisia by December 2011 were predominantly in English.
which doubled the speeds of Home Broadband customers at no extra cost in March 2014,
whose constant aim is to understand their customers, are now increasingly shifting from conventional methods, such as surveys, to the extraction of customer preferences from the analysis of big data.
New value is extracted by being able to link new information on customers to the production process in a way that enables companies to tailor
This reduces the cost to customers per kilowatt-hour produced, while increasing the accuracy of the customer's return-on-investment estimates.
These data are potentially also very useful for building a rich profile of customers, as outlined in this section.
which identify their most important customers on the basis of the revenue they generate for the company.
often associate revenue data with resource allocation to ensure that Qos at the base stations used by their premium customers is maintained at the highest possible level.
For operators, big data open up opportunities for better understanding of their customers, which in turn leads to improved sales and marketing opportunities.
Customer profiling Telecom operators capture a range of behavioural data about their customers. Chapter 5. The role of big data for ICT monitoring and for development 184 Customer profiles include details about customers'mobility patterns, social networks and consumption preferences.
Collectively, these digital breadcrumbs enable operators to profile and segment their customers based on a variety of metrics (Figure 5. 3). Depending on the country or region,
there may be different privacy and data regulations governing the manner in which operators may keep and/or use such data.
While customer details will often enable operators to classify their customers'socioeconomic status, such details are not always very reliable.
The churn rate is a measure of the number of customers leaving the network or a particular service offered by an operator.
Big data techniques can help operators understand churn better by enabling them to model the likelihood of customers leaving the network
Level of influence of customers: Operators are keen to leverage service and technology diffusion among their subscribers with a view to marketing additional,
CUSTOMER INTERESTS SOCIOECONOMIC CLASS LEVEL OF INFLUENCE OF CUSTOMERS LIKELIHOOD OF CHURN MOBILITY PROFILE 185 Measuring the Information Society Report 2014 in competitor networks.
Mobile operators accord a high priority to identifying the locations most frequented by their customers, in order not only to ensure a high Qos in those areas,
but also, more recently, to build mobility profiles of their customers that can be leveraged for location-based services.
For example, by understanding their customers'relationships to their social networks (and their relative importance within them),
Furthermore, social network insights can be used by an operator to market its services to the off-network contacts that are connected to its customers
The operator found that customers planning to quit their current package tend to use specific search phrases, such as data plan or operator benefits, at least three to seven days before taking action.
When operators suspect that customers may be looking elsewhere, they may try to keep them by providing them with a tailored offer. 18 Network planning
By utilizing geospatial information about their most active customers and high-revenue regions, operators can adapt their resource allocation to ensure that more resources are channelled into active locations.
In addition, the analysis of customers'mobility patterns will often allow for an understanding of important locations (work
what customers may report through a survey. Service activity and use: All subscription data could provide information as to location.
However, as operators seek to gain a better understanding of their customers in terms of the type of content they consume (as revealed through clickstream analyses
with minimal (if any) associated registration Information security imperatives have prompted increasingly governments to require registration information, even for prepaid customers (GSMA, 2013b),
almost two-thirds of prepaid customers generally chose to recharge using scratch cards. Higher denomination scratch cards were not as readily available as those with lower denominations.
in addition to which they can be used to build a rich profile of customers, as outlined in Section 5. 3. Chapter 5. The role of big data for ICT monitoring
but also for individual customers. Mobile operators can associate such data with traffic data to understand the revenue that is being generated by specific network elements (e g. base stations),
the new Unified License that applies to all Indian operators requires mobile operators to include location details of mobile customers in the CDRS.
or to existing customers, etc.).8. Local calls refer to those made on the same fixed network (on-net) within the same exchange area. 9. Peak is the busiest time of the day, usually during working hours of weekdays.
per month (50 on-net, 50 off-net) available to all customers. In countries where no prepaid offers are available, the monthly fixed cost (minus the free minutes of calls included,
or to existing customers, etc.).9. With convergence, operators are increasingly providing multiple (bundled) services such as voice telephony, Internet access and television reception over their networks.
The guiding idea is to base each plan on what customers would and could purchase given the data allowance and validity of each respective plan.
Customers can then pay an excess usage charge in order to continue to have full speed connections. In some cases, even throttled speeds are considered still broadband (i e. equal to, or greater than
Starbucks looked to digital to help re-engage with customers. It created a vice president of digital ventures,
but we were doing something innovative around how we were connecting with customers. Brotman is now chief digital officer at Starbucks
Soon, customers will order directly from their mobile phones. Using social media, mobile and other technologies to change customer relationships,
operations and the business model has helped Starbucks re-engage with customers and boosted overall performance. Its stock price has bounced also back up from roughly $8 in 2009 to nearly $73 in July 2013.
alongside Starbucks. Sixty-five percent of respondents are in organizations that rank as least mature the category the index refers to as Beginners (see Figure 1). The world is going through a kind of digital transformation as everything customers
General electric is pushing an Internet of things service strategy that will help it tell customers how to schedule maintenance
Another said customers weren't ready for new models yet, because they are highly conservative and resistant to change.
and services Ensure cross-channel consistency Automate our operational processes Enhance the productivity of our workers Improve internal communication Expand our reach to new customers
and started asking questions like why customers who had talked to customer service would then call back. Reframing questions about the business is a real challenge,
and businesses at the center of any initiative Each initiative or project should keep in mind that its final purpose is providing high-valued and quality services to their final customers
The customers and innovators voices should be included in a collaborative manner, so as to provide them the benefits which they can use in the real world.
Entities should make it easy for their customers to find, access and use the public services 3. Use standards
This means that generally, an entity will first look for already existing solutions that satisfy the needs of their customers,
All internal and external processes should be transparent to the customers 7. Drive continuous improvement Processes
and analysis of the data resulted from the healthcare's informatics system Low level of interoperability for the applications in the healthcare system Insufficient informatics support (telemedicine) for the customers citizens and patients The lack of
C1-Center on user needs All public services exist to server their customers, their needs and they should be built,
or analysing existing data sets to understand the extent of the social issue Online responses to the proposed service from partners or potential customers.
and acceptable price point for your customers. Level 5 You can show that your product/service could be operated up by someone else
and meets the current needs of the fee-paying customers and internal system users, despite the hardware being supported by the supplier on a'best endeavours'basis. 2 The legacy system is unable to comply with the latest NHS information standards for drugs and medicines.
at a cost of £2 million. 2. 9 The EPS provides the Authority's customers with the ability to submit prescriptions electronically as an alternative to paper prescription forms.
Customers The Authority provides the prescription service to 11,700 pharmacists, 116 appliance contractors and around 47,000 doctors from 8, 000 practices (of which just over 1,
Channels NHS prescription forms are submitted by the customers to claim reimbursement for prescriptions dispensed. These can be submitted in batches of paper prescriptions by post (all legacy customers submit by post) or via EPS.
From April to December 2012,5. 4 million prescription line items were submitted electronically, which represents around less than 1 per cent of total transactions,
Services NHS Prescription Services calculates how much its customers should be paid as reimbursement and remuneration for medicines and medical devices dispensed to patients from NHS prescription forms.
and other customers to send prescriptions for payment by the fifth working day of a month.
or make alternative arrangements. 4. 6 Another aim of the Authority is to continually improve the level of service provided to customers in terms of information accuracy
so customers currently handled by the legacy system will need to adopt that standard prior to moving to CIP and EPS.
transfer the customers and decommission the legacy system. 4. 14 The intention is to eventually decommission the legacy system
and move all customers to CIP but we were unable to establish the existence of plans for the transition of customers
transfer the customers and decommission the legacy system. 12 Information Standards Board for Health and Social Care, ISB 0052, available at http://www. dmd. nhs. uk/3
and meets the current needs of the fee-paying customers and internal system users. Service definitions and service level agreements between the Authority
performing a valuable role for the remaining customers but the environment is changing; demand for NHS Prescription Services is growing
and customers. 5. 5 The best potential for accuracy and efficiency improvement appears to rest with the Electronic Prescriptions Service (EPS),
unless practical plans are developed to transfer the remaining customers to CIP and decommission the legacy system,
but it is likely that the full benefits are contingent on the completion of the transfer of the remaining customers from legacy to CIP or EPS.
and improved in partnership with the end-users and/or customers, and service delivery performance is compared regularly with target performance and good practice benchmarks.
Recruitment, retention and development activities are aligned with the needs of the service and its customers.
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