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Article
Publication date: 1 September 1992

Linda M. Ament and Gene Deszca

Perhaps the single most powerful competitive edge any company canhave over the next decade is providing superlative service. Astechnology progresses at a rapid pace and the…

43

Abstract

Perhaps the single most powerful competitive edge any company can have over the next decade is providing superlative service. As technology progresses at a rapid pace and the benefits of any organization or product bear remarkable similarity to a competitor′s, the one sustainable, competitive edge which remains is service. Service, however, requires skill and, in most organizations, a cultural transition. It is in this area where Training can become the driving force and make significant impact on profitability.

Details

Industrial and Commercial Training, vol. 24 no. 9
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 July 1992

Gene Deszca and Linda M. Ament

Perhaps the single most powerful competitive edge any company canhave over the next decade is – providing superlative service. Astechnology progresses at a rapid pace and the…

95

Abstract

Perhaps the single most powerful competitive edge any company can have over the next decade is – providing superlative service. As technology progresses at a rapid pace and the benefits of any organization or product bear remarkable similarity to a competitor′s, the one sustainable, competitive edge which remains is – service. Service, however, requires skill and in most organizations a cultural transition. It is in this area where training can become the driving force and make signficant impact on profitability.

Details

Industrial and Commercial Training, vol. 24 no. 7
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 May 2007

Birgitta Sandberg

The purpose of this paper is to analyze the degree of customer‐related proactiveness in the process of developing radical innovations.

3322

Abstract

Purpose

The purpose of this paper is to analyze the degree of customer‐related proactiveness in the process of developing radical innovations.

Design/methodology/approach

The initial framework for this study is first created on the basis of the theory and then modified in the light of multiple retrospective case studies.

Findings

The results show that the stage of the innovation development process seems to influence the degree of proactiveness. Contrary to many earlier studies, this research indicates that anticipation plays an important role already at the idea generation stage.

Research limitations/implications

The study introduces a way of describing a firm's proactiveness as a dynamic pattern. Thus, the process approach adopted in this research may encourage further longitudinal studies on the phenomenon. Given the explorative nature of the study, the propositions arising from the modified framework should be evaluated according to additional data.

Practical implications

The results of this study indicate that a systematic search for new market opportunities, and the firm's previous experience of customers, may generate not only incremental but also radical innovations. Proactiveness is not always needed, however, as the cases indicate. Firms ought therefore to consider carefully when it is appropriate to invest in customer‐related proactiveness, and when it is not.

Originality/value

The main contribution of the study stems from the combination of customer‐related proactiveness and the process of radical‐innovation development. It is among the first to combine these streams of research.

Details

European Journal of Innovation Management, vol. 10 no. 2
Type: Research Article
ISSN: 1460-1060

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