Systematic Chasing for Economic Success: An Innovation Management Approach for German SME's in Drive Technology BusinessGRIN Verlag, 31 лип. 2012 р. - 120 стор. Master's Thesis from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: 1,3, University of applied sciences Dortmund, language: English, abstract: The German drive technology industry is dominated from SME's and must supply its products to customers around the world. In addition this industrial segment is challenged by competitors from many other countries as well as from customers with very different needs. Therefore SME's are faced to two main questions. First challenging question "what will be the best strategy to create competitive advantage?", second: "what are the necessities to carry out this strategy effectively and efficiently?". 1.2 Aim of this work Based on an analysis of the industrial segment the structure and essential needs and boundary conditions will be derived. In addition a suitable strategy to reach a competitive advantage will be analyzed and assessed. For this strategy a suitable innovation management process as well as a toolbox for SME's to implement this process into the company will be developed.[...] |
Зміст
Turnover and income return of different product groups for German companies according to Stern et al 2007 p 5 | 1 |
Share of mechanical engineering industry export for most important countries in 2009 | 5 |
Development of standardized production volumes for different industry segments from 2000 to 2009 | 6 |
Regression data and real production volume of drive technology industry | 7 |
Turnover and production volume from 19902008 correlation coefficient 0998 | 8 |
Share of company sizes in mechanical engineering industry from 2000 to 2007 | 9 |
Share of SMEs in Germany according definition of IFM and EU | 10 |
Numbers of German companies for 2008 according to Günterberg 2010 | 11 |
Kanaoanalysis according to Reinecke et al 2007 pp 102104 | 45 |
Innovation management process for SMEs with main blue and complementary gray steps | 47 |
IDEA MANAGEMENT | 48 |
Steps towards innovations culture according to Stübbe et al 2008 p 1 | 49 |
Idea management process with main parameters | 52 |
Four phases of lead user concept from Pötz et al 2004 p 5 | 54 |
Matrix for paired comparison according to Streibel 2002 p 127 | 56 |
Proposal for modified value benefit analysis | 57 |
Companies in ball bearing business as well as share of dealers and manufacturers data from www wlwonline de 2011 | 12 |
Main data of manufacturing companies in ball bearing business | 13 |
Lifecycle of a branch according to Grant et al 2006 pp 382389 | 14 |
STRATEGIES FOR SMES IN DRIVE TECHNOLOGY INDUSTRY | 15 |
Porters generic competitive strategies according to Macharzina et al 2005 p 228 Partridge et al 2005 p 127 | 17 |
Cost leader average players and margins based on figures and information from Partridge et al 2005 p 127 Lele 1992 pp 9798 and Müller 2007 pp 33... | 19 |
Differentiation in comparison to cost leader and average players based on figures | 20 |
information from Partridge et al 2005 p 127 Lele 1992 pp 9798 and Müller 2007 pp | 21 |
Combination of Porters strategies | 22 |
Possibilities to create competitive products Homburg et al 2009 p 143 in combination with productmarketmatrix according to Ansoff Volkmann 201... | 23 |
Pugh matrix according to Mollenhauer et al 2007 p 157 | 25 |
Modes of innovation according to Trommsdorff et al 2006 and Spielkamp et al 2006 p | 29 |
Rammer 2010 | 30 |
Drivers for innovations | 37 |
Strategies for product development according to figure in Disselkamp2005 p 21 | 39 |
Fundamental time depending development from invention to diffusion according to Grant et al 2006 p 419 | 40 |
Enlarged meaning of innovation according to Strebel 2007 p 23 | 41 |
Strategic Triangle according to Goffin 2009 p 171 | 43 |
Change of innovation focus in a branch Grant et al 2006 p 470 | 44 |
PROJECT MANAGEMENT | 58 |
Rough structure of innovation success calculation according to Littkemann ed 2005 pp 140 | 63 |
Observed and steered innovation process and projects | 64 |
Integrated innovation controlling based on innovation success calculation | 67 |
PATENT MANAGEMENT | 68 |
Reasons for assessments in the scope of enterprise strategy and portfolio management | 69 |
General assessment approaches | 70 |
Patent protected technology area | 72 |
Main steps for patent management | 73 |
Recommended criteria for assessment of ideas regarding patent application within value benefit analysis | 74 |
Categories and recommended proceedings for patents applications | 75 |
SUMMARY | 76 |
Absolute frequency of a characteristic | 81 |
Different correlation coefficients between X and Y | 84 |
Analysis of residuals from regression model of mechanical engineering industry | 90 |
Analysis of residuals from regression model of drive technology industry | 92 |
LITERATURE IV | iv |
DECLARATION IN LIEU OF OATH | xix |
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Systematic Chasing for Economic Success: An Innovation Management Approach ... Thomas Kamps Обмежений попередній перегляд - 2013 |
Systematic Chasing for Economic Success: An Innovation Management Approach ... Thomas Kamps Обмежений попередній перегляд - 2013 |
Загальні терміни та фрази
according addition analyzed approach arithmetic mean Auflage Backhaus ball bearing Berlin Book broad range chapter coefficient coefficient of determination competitive products cost leader cost leadership customers dependent drive technology industry economic success efficient enterprise suggestion Equation evaluation factor Figure focused German drive technology German mechanical engineering German SME's Grin Verlag Günterberg GWV Fachverlag Herstatt idea management Ideenmanagement implementation industry segments innovation activities innovation capabilities innovation controlling innovation management process innovation process innovation projects Innovationen Innovationsmanagement intangible assets invention lead user concept linear linear regression Littkemann market segment mechanical engineering industry method Müller München Online parameters Partridge patent management product development production volume Pugh matrix R&D activities realization regression analysis regression model relation residuals Schmeisser Springer Verlag strategic management structure suggestion and improvement suitable Table tion turnover unique selling propositions Unternehmen value benefit analysis VDMA Wiesbaden