By Kiyonori Sakakibara, Yoichi Matsumoto (auth.), Prof. Dr. Cornelius Herstatt, Christoph Stockstrom, Prof. Dr. Dr. Hugo Tschirky, Prof. Dr. Akio Nagahira (eds.)
What Makes this booklet precise? No crystal ball is needed to securely expect, that during the longer term – much more than long ago – mastered innovativeness might be a main criterion distinguishing s- cessful from unsuccessful businesses. on the most up-to-date seeing that Michael Porter’s examine at the competitiveness of countries, an analogous criterion holds even for the review of whole international locations and nationwide economies. regardless of the innumerable variety of p- lications and suggestions on innovation, aggressive innovativeness continues to be an extraordinary competency. the newest book of UNICE – the eu - ganization representing 20 million huge, midsize and small businesses – speaks a transparent language: Europe qualifies to approximately 60% (70%) of the innovation power of the USA (Japan). The checklist unemployment in lots of european international locations doesn't c- tradict this message. a chief cause should be given through the truth that turning into an leading edge organi- tion capacity elevated openness in the direction of the hot and extra tolerance in the direction of dangers and screw ups, either difficult the inherently tricky administration paintings of cultural switch. extra, missing innovativeness is usually with regards to felony and monetary limitations which really prevent than foster leading edge actions. one more cause to give an explanation for Europe’s infamous innovation hole refers to inadequate monetary R&D assets at the corporation in addition to at the nationwide point. for this reason, for instance, hello- score judgements at the point of the ecu fee are taken to extend R&D bills within the ecu Union from approximately 2% to three% of GNP.
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Additional resources for Management of Technology and Innovation in Japan
Canon started to feel the heat from rival competitors and the threat of third parties who could erode the profitable consumables business. What was the response of Canon to this pressure? As the following time-series analysis indicates, Canon began to tweak added value between the body and cartridge of the printer, to reduce running costs and profitability from consumables, or to add separate attractive features to the product in order to control the ability to gain profits. It was a translation of the change in the competitive dimension of the market into the change in product design.
This is the reason why 6 See, for example, Richard. N. Langlois and Paul L. Robertson, “Networks and Innovation in a Modular System: Lessons from the Microcomputer and Stereo Component Industries,” Research Policy 21 (2001): 297-313; Carliss Y. Baldwin and Kim B. ), Business Architecture: Strategic Design of Products, Organizations and Processes (in Japanese) (Yuhikaku 2001). Systems are made up of relatively independent parts and the interaction between these parts has established rules (modular).
It is suspected that the reduction of the body price was one of the major objectives during the transition from the F600 to the F200. The separate color ink tanks/heads in the F600 were simplified into all-in-one color and black ink tanks/heads (Refer to the icon change in Table 6). The change in product architecture suggests that the intent was not only to reduce the price of a printer body but also to make sure that Canon prospered in that tough competitive market. Instead of emphasizing promotional activities to sell the superior quality F-600, Canon changed the product architecture, employing a technological product development solution, to attempt to maintain its profitability.