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In 2017, Philips' goal was to use innovation to improve the lives of three billion people a year by 2025. To achieve that, the company was shifting from selling medical products in a transactional manner to providing integrated healthcare solutions based on digital health technology. Based on our interviews with 23 executives at Philips, the case examines the two directions of the transformation required by this shift: externally, Philips worked on transforming how healthcare was conducted. Healthcare professionals would have to change the way they worked and reimbursement schemes needed to change to incentivize payers, providers, and patients in vastly different ways. Internally, Philips needed to redesign how its employees worked. The company componentized its business, introduced digital platforms, and co-created integrated solutions with the various stakeholders of the healthcare industry. In other words: Philips was transforming itself in order the reinvent healthcare in the digital age.
Seit über 160 Jahren ist die Hochschule Reutlingen ein Innovationsmtor in der Region. Die Webschule zur Förderung der Textilindustrie entwickelt sich in dieser Zeit zu einer der größten Hochschulen für angewandte Wissenschaften im Land. An fünf Fakultäten studieren mehr als 5500 Fach- und Führungskräfte von morgen - praxisnah und mit internationaler Ausrichtung.
Haptic softness is a central product attribute for many fabric-related retailers. Can those retailers use music - an easy to implement in-store atmospheric cue - to influence consumers' perception of this central product attribute? Across four studies, this research shows that high (vs. low) music softness enhances consumers' haptic softness perceptions. We argue that this cross-modal effect occurs owing to a transfer of softness-related associations from the auditory to the haptic modality. To better inform retail practice, we examine three managerially relevant boundary conditions at the product and store levels.
Digitale Transformation: Können Sie den Begriff noch hören, ohne mit den Augen zu rollen? Auch wenn der Begriff in aller Munde ist, besteht immer noch große Verwirrung darüber, was eigentlich so neu daran sein soll. Immerhin setzen Unternehmen ja (digitale) Informationstechnologien (IT) seit Jahrzehnten ein, um Geschäftsprozesse zu verbessern.
Social Selling – ein innovativer Vertriebsansatz, der die Prinzipien des digitalen Marketings auf den Vertrieb anwendet – findet in der Unternehmenspraxis zunehmend Beachtung. Die Forschung, insbesondere zur Ausgestaltung von Social Selling, steht allerdings noch am Anfang. Mit Hilfe der Daten der Social-Media-Kanäle Facebook und LinkedIn von zwei Industriegüterunternehmen wird in einer explorativen Studie herausgefunden, dass eine direkte Vernetzungsanfrage zur Erweiterung des Netzwerks effizient ist und dass Social-Selling-Beiträge, die zu Beginn und Ende einer Woche vor allem vormittags als visuelles Format (Fotos, Videos) veröffentlicht werden, am erfolgversprechendsten hinsichtlich Klicks, Likes, Shares und Comments sind.
Recently, practitioners have begun appraising an effective customer journey design (CJD) as an important source of customer value in increasingly complex and digitalized consumer markets. Research, however, has neither investigated what constitutes the effectiveness of CJD from a consumer perspective nor empirically tested how it affects important variables of consumer behavior. The authors define an effective CJD as the extent to which consumers perceive multiple brand-owned touchpoints as designed in a thematically cohesive, consistent, and context-sensitive way. Analyzing consumer data from studies in two countries (4814 consumers in total), they provide evidence of the positive influence of an effective CJD on customer loyalty through brand attitude — over and above the effects of brand experience. Importantly, an effective CJD more strongly influences utilitarian brand attitudes, while brand experience more strongly affects hedonic brand attitudes. These underlying mechanisms are also prevalent when testing for the contingency factors services versus goods, perceived switching costs, and brand involvement.
Indicators of disruption potentials - analysis of the blockchain technology’s potential impact
(2019)
The goal of this paper was to answer the question whether blockchain has the potential to become a disruption according to Clayton Christensen’s disruption theory. Therefore, the theory and the five characteristics that define the process of disruption were outlined in the first part of the paper. That and the following explanation of the blockchain technology served as the basis for the analysis and evaluation in chapters four to seven. For the analysis, three applications of the DLT, namely payment methods, intermediaries, as well as data storage and transfer, were considered. The fulfillment of the five characteristics of disruption was assessed using an example for each of the three applications.
Additionally, the paper might serve as a basis for future research on the topic, once the technology develops further, since it is generally hard to tell whether the fourth and fifth characteristics are fulfilled by blockchain at this point. Therefore, the results of the paper also back criticism of Christensen’s theory regarding its usefulness for predictions.
This paper suggests that, in the financial services industry, too, the impact of blockchain will be significant. However, given the manifoldness of the services that are part of the industry, it cannot generally be concluded whether the DLT will disrupt the industry. For example, in services related to payment methods, blockchain is unlikely to follow disruptive pattern, despite the recent hype surrounding blockchain-based cryptocurrencies. However, regarding data storage and transfer, the technology might as well follow disruptive pattern in the financial services industry just as the application of blockchain solutions has been doing in the healthcare industry.
In standardized sectors such as the automotive, the cost-benefit ratio of automation solutions is high as they contribute to increase capacity, decrease costs and improve product quality. In less standardized application fields, the contribution of automation to improvements in capacity, cost and quality blurs. The automation of complex and unstructured tasks requires sophisticated, expensive and low-performing systems, whose impact on product quality is oftentimes not directly perceived by customers. As a result, the full automation of process chains in the general manufacturing or the logistic sectors is often a sub optimal solution. Taking the distance from the false idea that a process should be either fully automated, or fully manual, this paper presents a novel heuristic method for design of lean human-robot interaction, the Quality Interaction Function Deployment, with the objective of the “right level of automation”. Functions are divided among human and automated agents and several automation scenarios are created and evaluated with respect to their compliance to the requirements of all process´ stakeholders. As a result, synergies among operators (manual tasks) and machines (automated tasks) are improved, thus reducing time-losses and increasing productivity.