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