Vorlesung - Technology & Strategy an der LMU München

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Lerne jetzt mit Karteikarten und Zusammenfassungen für den Kurs Vorlesung - Technology & Strategy an der LMU München.

Beispielhafte Karteikarten für Vorlesung - Technology & Strategy an der LMU München auf StudySmarter:

Name an example of effective performance measurement that is used in firmes today?

Beispielhafte Karteikarten für Vorlesung - Technology & Strategy an der LMU München auf StudySmarter:

What is the Value of a technology defined like in industries with network externalities? what does that mean for new a new technology?

Beispielhafte Karteikarten für Vorlesung - Technology & Strategy an der LMU München auf StudySmarter:

When it comes to the teams to lead and manage the NPD process, what role does the team composition play?

Beispielhafte Karteikarten für Vorlesung - Technology & Strategy an der LMU München auf StudySmarter:

How much resources can a firm invest in R&D projects?

Beispielhafte Karteikarten für Vorlesung - Technology & Strategy an der LMU München auf StudySmarter:

3 Things that need to be equally considered for a NPD (New Product Development) Process to be successful

Beispielhafte Karteikarten für Vorlesung - Technology & Strategy an der LMU München auf StudySmarter:

Name 5 Types of collaborative Arrangements between firms

Beispielhafte Karteikarten für Vorlesung - Technology & Strategy an der LMU München auf StudySmarter:

Name 3 Structural Dimensions on wich a Firm needs to decide

Beispielhafte Karteikarten für Vorlesung - Technology & Strategy an der LMU München auf StudySmarter:

what is the method of Quality Function Deployment (QFD)? what is it useful for?

Beispielhafte Karteikarten für Vorlesung - Technology & Strategy an der LMU München auf StudySmarter:

Name 3 means of protecting an innovation

Beispielhafte Karteikarten für Vorlesung - Technology & Strategy an der LMU München auf StudySmarter:

Explain further how Strategic Alliances work as a an example for collaborative arrangements between firms

Beispielhafte Karteikarten für Vorlesung - Technology & Strategy an der LMU München auf StudySmarter:

How can the diffusion and improvement of a Technology usually be visualised over time?

Beispielhafte Karteikarten für Vorlesung - Technology & Strategy an der LMU München auf StudySmarter:

Why is usually a dominant design emerging, when there are network externalities in an industry? Are there exceptions?

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Beispielhafte Karteikarten für Vorlesung - Technology & Strategy an der LMU München auf StudySmarter:

Vorlesung - Technology & Strategy

Name an example of effective performance measurement that is used in firmes today?
The Balanced Scorecard

Vorlesung - Technology & Strategy

What is the Value of a technology defined like in industries with network externalities? what does that mean for new a new technology?
Technology’s stand-alone value:
– product value alone
– The functions
– Its aesthetic qualities ect.

Network Externality Value:
– The size of the technology’s installed base (direct network effects)
– The availability of complementary goods (indirect network effects)

–> so: that means the new technology must not always be more valueble than the incumbent from the start (no network yet)

Vorlesung - Technology & Strategy

When it comes to the teams to lead and manage the NPD process, what role does the team composition play?
•Including members from multiple functions of firm ensures greater coordination between functions.

•Firms around the world rely heavily on cross-functional teams for their new product development efforts.

•Diversity in functional backgrounds increases breadth of knowledge base of team.

•Other types of diversity (e.g., organizational tenure, cultural, gender, age, etc.) can be beneficial as well.
•Provides broader base of contacts within and beyond firm.
•Ensures multiple perspectives are considered.

•However, diversity can also raise coordination costs.
•Individuals prefer to interact with those they perceive as similar (“homophily”)
•May be more difficult to reach shared understanding.
•May lower group cohesion.

•Extended contact can overcome some of these challenges.

Vorlesung - Technology & Strategy

How much resources can a firm invest in R&D projects?
– Most firms face serious constraints in capital and other resources they can invest in projects.

– Firms thus often use capital rationing: they set a fixed R&D budget and rank order projects to support.

– budget is often a percentage of previous year’s sales. (5-16%) (e.g. Microsoft 9 billion –> 14%)

– Large firms can fund innovation internally; new start-ups must often obtain external financing (family/angel-investors/VC/government)

Vorlesung - Technology & Strategy

3 Things that need to be equally considered for a NPD (New Product Development) Process to be successful
For new product development to be successful, it must simultaneously achieve
three sometimes-conflicting goals:
(1) maximizing the product’s fit with customer
requirements,
(2) minimizing the development cycle time
–> Sequential versus Partly Parallel Development Processes –> now many use partly parallel process. (faster)
(3) controlling
development costs.

Vorlesung - Technology & Strategy

Name 5 Types of collaborative Arrangements between firms
– Strategic Alliances
– Joint Ventures
– Licensing
– Outsourcing
– Collective Research Organizations

Vorlesung - Technology & Strategy

Name 3 Structural Dimensions on wich a Firm needs to decide
– Formalization
– Standardization
– Centralization

Many advantages and disadvantages of firm size are actually due to structural dimensions of formalization, standardization, and centralization.
E.g. large firms typically make greater use of formalization and standardization because of challenges of oversight.

Vorlesung - Technology & Strategy

what is the method of Quality Function Deployment (QFD)? what is it useful for?
QFD improves communication and coordination between engineering, marketing, and manufacturing.
A new project gets separated in different engineering attributes and different customer requirements. Team weights the customer requirements in terms of relative importance.
Team then indicates relationship between engineering attributes and customer requirements

–> Way to find a design targets that you then engineer towards

Vorlesung - Technology & Strategy

Name 3 means of protecting an innovation
Patents, Trademarks and Copyrights

Vorlesung - Technology & Strategy

Explain further how Strategic Alliances work as a an example for collaborative arrangements between firms
Strategic Alliances are formal or informal agreements between two or more organizations (or other entities) to cooperate in some way.

A firm’s alliance strategy might emphasize combining complementary capabilities or transferring capabilities. It might also emphasize individual alliances or a network of alliances.

Vorlesung - Technology & Strategy

How can the diffusion and improvement of a Technology usually be visualised over time?
Both the rate of a technology’s improvement, and its rate of diffusion to the market typically follow an s-shaped curve.
–> The technology improves slowly at first because it is poorly understood. Then accelerates as understanding increases.Then tapers off as approaches limits.

Vorlesung - Technology & Strategy

Why is usually a dominant design emerging, when there are network externalities in an industry? Are there exceptions?
– A technology with a large installed base attracts developers of complementary goods; a technology with a wide range of complementary goods attracts users, increasing the installed base.
A self-reinforcing cycle ensues.

– sometimes the government steps in imposing one standard

—> Winner-Takes-All Market (natural monopoly)
-> That doesn’t mean the superior products always win..

Also: When customer requirements for network externality value are satiated at lower levels of market share, more than one dominant design may thrive.

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