ScienceDirect
Procedia - Social and
Behavioral Sciences 175 (2015) 236 – 243
International Conference on Strategic
Innovative Marketing, IC-SIM 2014, September 1-4, 2014, Madrid, Spain
Cooperation with customers as a determinant
of capacity of innovative company
Leszek Kozioła, Wojciech
Kozioła, Anna
Wojtowicza, Radosław
Pyreka
aMalopolska
School of Economics in Tarnow, ul. Waryńskiego 14, Tarnów 33-101, Polska
Abstract
The aim of article is to present the
relationship between the use by the company specific method of acquiring
knowledge from the outside, which is co-operation with customers and its
innovative capacity. These relations will be shown with regard to the variables
mediating and regulating called moderators and mediators. As the main thesis of
the article is assumed that the customer relationships are an effective tool to
promote innovation for a company - to increase its capacity for innovation, but
their prevalence and intensity depend on contextual variables: company size,
industry and market it operates. In the empirical part of the article will
present the results of research conducted among enterprises of the Region of
Malopolska. They showed that businesses are aware of the fact that customers
are an important source of knowledge in the innovation process.
© 2015 The Authors. Published by
Elsevier Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review
under responsibility of I-DAS- Institute for the Dissemination of Arts and
Science.
Keywords:
innovation;
innovative capacity; customer relationships; cooperation
1.
Introduction
Until now companies
developed and financed new ideas and inventions by themselves, and maintain
full control over the process of innovative treated as a prerequisite for
success in this field. However, at present, in a world where the only constant
in business is constant change everything (Brown & Eisenhardt, 1998, p 1)
the model ceases to have checked and it is increasingly difficult to lead
innovation alone. In a global, networked society, knowledge is widely
disseminated, and companies lose their monopoly on the creation of new ideas.
In this situation, the basis of success is the use of external sources of
knowledge that can contribute to the development of breakthrough technologies
corresponding to the common problems of business, effectively meeting the needs
of consumers and finally - real, lasting social change.
*Corresponding author. Tel.:
+48509700597 E-mail address: katzarz@mwse.edu.pl
1877-0428 © 2015 The Authors. Published
by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review under responsibility of
I-DAS- Institute for the Dissemination of Arts and Science.
doi:10.1016/j.sbspro.2015.01.1196
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237
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To do this the company
must become proactive and at the same time effectively use new sources of
knowledge, both internal and external executing the same process of continuous
learning from other. The process of learning and adaptation of knowledge at the
enterprise level is most fully realized when it comes to questioning and
remodel strategies and specific processes, including innovation process-in the
direction of the process requires the interactivity of many actors /
participants (from different areas of activity). It should be emphasized that
innovative products or processes created by collecting and transforming
knowledge (Roper, Du & Love, 2008, p 54). The modern approach to
innovation, according to the idea called. open innovation (Chesbrough, 2003),
companies should equally use both internal and external ideas (knowledge) and
how to commercialization. Natural external partners in open innovation model
becomes: customers, competitors, suppliers, research institutions and
universities (Buganza, Verganti, 2009). Each organization continuously
interacts with its stakeholders, because it is they who determine its function.
It must therefore focus on identifying stakeholder groups and to understand
their needs and expectations. In a market economy the most important group of
stakeholders are the customers. Participation of customers in the innovation
process carried out by the company is particularly important primarily for one
reason: customers using the products and services gather knowledge that can be
invaluable to the company. New ideas and concepts may relate to the development
of products, processes, marketing activities, organizational structures, or a
combination of these elements. The key role of the consumer / client realized
by the enterprise innovation process is particularly accentuated in
demand-approach to innovation, which assumes that the user is an innovator and
should be involved in the innovation process (talking about the concept of mass
customization (Kleemann, Voss & Rieder, 2008) , customer Relationship
Management and User-Driven Innovation (Nordic Counsul of Ministers, 2006). Main
emphasis is on the use of ready-made ideas or solutions proposed by the
customers. Moreover, the company can initiate actions that will lead to the
identification of needs of customers. should be emphasized that proper
identification of the needs of particularly demanding or not to end
usatysfakcjonowanego customer is crucial in the process of creating innovation.
thus innovation may be determined not only knowledge about customers, but
primarily through the use of knowledge possessed by customers. in this way the
client can be a creator, and even co-producer of a product or service.
Referring to the
customer requirements that define the area and determine the direction of
innovative activity organization, you can replace (Martin, 2010):
•
speed of service,
•
the quality of products
or services,
•
attractive price,
•
simple trading system.
Also important are the expectations of
the organization to customers. Selected, the most important of them are
(Wysokińska-Senkus, 2013):
•
revenue and profit,
•
an increase in sales,
•
opinion of consumers,
•
the trust of customers.
Specified directory needs (objectives)
of the company should be complemented by the most important, ie the
introduction of new products, as a result of the innovative activity of the
organization. Therefore, it can be concluded that innovation has now become a
basic premise to build lasting relationships with customers. Customers are
offered a maximum matching their needs, and so these values are expected and
which together formed. Enterprises receive while new tool in the fight
competitive constraints arise because the company is a risk that the innovation
does not find a buyer and will not succeed in the market. It should be
emphasized that the orientation is based on the customer's emotions. Innovative
products can make your customers a lot of positive feelings. The more you offer
the business is the recipient of a positive experience, the deeper emotional
relationship created between him and the client. The resulting compounds are a
component of the relational capital only when it is formed on the basis of
mutual trust, respect and understanding.
Quality customer
relationships concluded under implemented by the company in the innovation
process is dependent on the quality obtained in this way information and
knowledge. Therefore, companies are increasingly adopting customer relationship
management CRM. The idea of relationship marketing and Customer Relationship
Management system (CRM) is to build long-term relationships with the
environment, in particular with customers,
in
order to increase the profitability of the company, as well as cost reduction.
Relationships with customers (more CRM) are an effective tool for gathering
information for the innovation process, both at the stage of invention
innovation (increase the innovative capacity of the organization), and at the
stage of diffusion of innovation (innovative activity). The condition for the
effectiveness of personalized marketing include: close contact with the
customer, control, and continuous analysis of their course, as well as
information technology and databases.
The aim of the article
is to present the relationship between the use by the company specific method
of acquiring knowledge from the outside, which is co-operation with customers
and its innovative capacity. These relations will be shown with regard to the
variables governing the so-called. moderators. Moderation occurs when the
effect of the independent variable (X) on the dependent variable (Y) differs
depending on the level of a third variable (Z), called the adjusting variable
(variable moderating, moderator), which interacts with the independent variable
(Baron Kenny, 1986). Moderator affects the direction and / or strength of the
relationship between innovation organizations, and selected its determinants,
sets out the conditions under which the independent variables (resources)
affect the dependent variable (level of innovation in the organization). In
other words, the moderator decides on the increase, no change or a decrease in
the value taken by the dependent variable (Pichlak, 2012).
As the main thesis of
the article is assumed that the customer relationships are an effective tool to
promote innovation company - to increase its capacity for innovation, but their
prevalence and intensity depend on contextual variables: company size, industry
and market it operates. To realization was possible to assume that the
innovation process (invention and diffusion of innovation) implemented by the
company depends on its ability to innovate. The ability of firms to innovation
(innovative capacity) refers to the ability of the no significant modifications
and improvements to existing technologies and create new (Furman, Porter &
Stern, 2002; Romjin & Albaladejo, 2000; INSEAD, 2007), is also seen as the
basis for creating value of innovation (Hurmelinna-Laukkanen, Sainio &
Jauhiainen 2008). Modelling strategic management for the development of
competitive advantage of firms and organizations in different sectors may
employ new technologies and social media in their marketing strategies since
they have not been employed to a full degree yet (Vlachvei and Notta, 2014;
Chatzithomas et al., 2014; Stavrianea and Kavoura, 2014; Yasa Özeltürkay and
Mucan, 2014; Kiráľová, and Malachovsk ý, 2014; Sakas, Vlachos and Nasiopoulos,
2014; Kavoura and Stavrianea, 2014; Amaral, Tiago and Tiago, 2014); the
creation of networks and synergies may also enhance firms’, companies’and
organizations’communication (Kavoura, 2014) . Implementing new software systems
or applications in organizations can be a difficult task; nonetheless, efforts
are worthwhile for branding (Stalidis and Karapistolis, 2014; Greve, 2014;
Schmidt and Baumgarth, 2014).
The basis for
determining the ability of innovative companies is its potential for
innovation, understood as a set of socio-economic, shaped in the development of
the company, constituting the basis for its innovative activity. In particular,
these are the resources, processes, structure, factors inherent in the company.
The innovative potential is also determined by the environment sector, mainly
the market, so the company with customers, competitors, suppliers and
cooperators (including in particular the relations that a company with its key
stakeholders), because innovation especially “hatch” on contact with the
market.’
The innovative
potential of the components that are constantly used effectively for the
creation of commercial innovations are the ability to innovate enterprises
(Koziol, Wojtowicz, Karas, 2014).
The
ability of this in a special way shape determinants (Koziol, Wojtowicz, Karas,
2014):
•
managerial skills and labor to
innovation, especially knowledge from experience;
•
used modern infrastructure and systems,
especially IT technology;
•
the level of cooperation in knowledge
management, in particular the level of relational activity with stakeholders
(customers, suppliers, etc.);
•
the organization of work and management;
•
securing the knowledge arising within
the company (stop value of innovation).
Issues presented in the introduction are
the basis for further analyzes presented in the article, and in particular the
results of the survey conducted among companies Malopolska Region and Tarnow.
2. Research
results
The study included 316
business entities in 2010-2012 period. Among the respondents had had the SME
sector - 79%, followed by very large companies - 14% and a high of 7%. Nearly
40% of respondents limited their activities
|
239
|
to the analyzed region, 33% work in the
domestic market and 29% for international. Half of the services, the rest is
engaged in the trading and manufacturing.
The study was conducted
by questionnaire. The questionnaire included in most multiple-choice questions,
and consisted of two parts. The first of them were questions concerning the
characteristics of the business, while the second concerned the evaluation of resources
and innovation, organization and evaluation of its sectoral environment.
According to the idea of the concept of "open innovation" approach of
demand and companies should seek knowledge useful in innovation with its
customers. For 59% of the surveyed companies, customers are the primary source
of information for innovation, then competitors (52%). Very low but has been
rated R & D centers and universities, which indicated 14% and 10% of
respondents (Figure 1).
Fig.1.
Sources of knowledge for companies in the innovation process. Source: (Koziol,
Pyrek, Koziol & Wojtowicz,).
Analysis of sources of
knowledge in the innovation process for the surveyed enterprises also allows
you to identify the processes and mechanisms for the provision and development
of innovation, because it points to the leading role of the human factor in the
creation of innovation (here include customers and other market participants).
In this context, the focus on relationships with customers is especially
important for small and medium-sized enterprises, which have limited financial
capacity (including, in the area of conducting research) in terms of
identifying new and costly innovative solutions.
Based on the analysis
of test results for the participation of customers in the innovation process
carried out by the company identified two categories of companies: • A -
companies in which customers are involved in the innovation process (278
companies out of 316 respondents, 88%), • B - the company, where customers do not
participate in the innovation process (38 companies out of 316 respondents,
12%).
Fig.
2. Relationships with clients and their participation in the innovation
process. Source: Own research
As
shown in the Figure 2, the vast majority of the surveyed companies used the
demand approach in its operations and implements innovative open innovation
process. Assessing the effectiveness of implemented in this way the innovation
process can be seen that it is higher in the case of group A - 57% of them
declare that they have
introduced new products / services. In
the case of group B is 47% of subjects. In contrast, products / services
modified with the participation of clients introduced 69% of group A and 26% of
group B. Relationships with customers are the primary source of competitive
advantage in the market for 70% of the companies in group A and 50% of the
companies in the group B. As the above shows, the share of customers in the
innovation process significantly affects the ability of innovative companies,
increasing the effectiveness of implemented innovation process. Organizations
small and large have specific advantages in terms of creation and diffusion of
innovation. Arguments supporting the notion of superiority of innovative small
and medium-sized organizations are, as a rule, the nature of the behavioral,
while large organizations gain an advantage based on innovative factors of a
material (Kuemmerle, 2006). Taking into account the contextual variable size of
the company, it can be seen that the largest group of companies in the Group A
of the companies are small - 47%, then the average - 32%, and large - 21%.
Structure of the companies in the group B is as follows: 53% are small enterprises,
37% of large enterprises and 26% of medium-sized companies. On this basis it
can be concluded that the most actively collaborate with clients are small.
Table 1 shows the
effect of the relationship with customers innovative capacity of the company
through the prism of its size.
Table
1 Relations with customers and their participation in the innovation process by
size of enterprise
|
Specification
|
Size
enterprises by number of employees
|
|
|
|||
|
|
|
|
|
|
|
|
|
|
small
|
|
medium
|
|
large
|
|
|
|
<50
|
|
51
– 250
|
|
251<
|
|
|
|
A
|
B
|
A
|
B
|
A
|
B
|
|
|
132
|
20
|
88
|
10
|
58
|
8
|
|
|
(100%)
|
(100%)
|
(100%)
|
(100%)
|
(100%)
|
(100%)
|
|
Relationships
with customers as the most
|
101
|
12
|
59
|
3
|
34
|
4
|
|
important source of competitive advantage in the
|
(76%)
|
(60%)
|
(67%)
|
(30%)
|
(59%)
|
(50%)
|
|
market
|
|
|
|
|
|
|
|
Introduction
of new products / services
|
77
|
12
|
51
|
3
|
31
|
3
|
|
|
(58%)
|
(60%)
|
(58%)
|
(30%)
|
(53%)
|
(37%)
|
|
The introduction of modified products / services
|
87
|
5
|
60
|
3
|
45
|
2
|
|
|
(66%)
|
(25%)
|
(68%)
|
(30%)
|
(78%)
|
(25%)
|
|
|
|
|
|
|
|
|
As the analysis of the
data in Table 1, regardless of whether the company belongs to group A or B,
then the vast majority of small businesses declare that relationships with
customers are the primary source of their competitive advantage (A - 76%, B -
60% ). Among medium-sized entities declared that 67% of companies in group A
and 30% in group B, while in the group of large enterprises indicate amounted
to 59% in group A and 50% in B. The effectiveness of the innovation process is
conducted jointly with clients assessed by introducing a new product / services
in the case of group A, regardless of size, is at a comparable level of 58% -
53%. Among the companies in the group B the highest efficiency achieved by
small enterprises - 60%. In contrast, the introduction of products / services
among enterprises GM group A can be observed regularity that the efficiency of
the innovation process increases with the company. In the largest range of
products / services introduced a modified large enterprises - 78%, then the
average - 68% and 66% small. We conclude that the greatest range of cooperation
with the customers had a positive impact on the innovative capacity of small
enterprises. Another variable moderating influence on co-operation with our
customers innovative capacity of the company is a market in which the company
operates regional, domestic and international. Among the companies that work
with clients under the implemented innovation process (group A) 36% active at
the regional, domestic and international respectively 32%. In turn, companies
are not conducting cooperation with customers as part of their innovation
process (group B), in the vast majority of work on the regional market - 50%,
then 34% of them work in the domestic market and only 16% in the international
|
241
|
market. On the basis of the data it can
be concluded that the mutually beneficial relationships with customers as part
of the innovation process are an important factor in increasing the range of
activities on the market.
Table
2. Relationships with clients and their participation in the innovation process
according to market
Specification
|
|
The range of activity of enterprises by market
|
|
|
|||
|
|
|
|
|
|
|
|
|
|
regional
|
|
national
|
|
international
|
|
|
|
A
|
B
|
A
|
B
|
A
|
B
|
|
|
100
|
19
|
89
|
13
|
89
|
6
|
|
|
(100%)
|
(100%)
|
(100%)
|
(100%)
|
(100%)
|
(100%)
|
|
Relationships
with customers as the most
|
69
|
9
|
65
|
7
|
60
|
3
|
|
important
source of competitive advantage in
|
(69%)
|
(47%)
|
(73%)
|
(54%)
|
(67%)
|
(50%)
|
|
the
market
|
|
|
|
|
|
|
|
Introduction
of new products / services
|
46
|
9
|
53
|
7
|
60
|
2
|
|
|
(46%)
|
(47%)
|
(59%)
|
(54%)
|
(67%)
|
(33%)
|
|
The
introduction of modified products /
|
60
|
7
|
65
|
2
|
67
|
1
|
|
services
|
(60%)
|
(37%)
|
(73%)
|
(15%)
|
(75%)
|
(17%)
|
|
|
|
|
|
|
|
|
From the analysis of
the collected data in Table 2 shows that among companies of Group A with
increasing coverage in the business increases the efficiency of the innovation
process, for both the products / services new and modified. Relationships with
customers are a major source of competitive advantage in group A for the
companies operating in the domestic market - 73%, and regional - 69%. In the
international market relationships are important in gaining a competitive
advantage for 67% of the companies. In the case of group B customer
relationships are the key to gaining a competitive advantage in the domestic market
- 54%. In the international market are important for every other company. The
last variable under consideration moderating effect on the relationship with
customers innovative capacity of the company is the industry in which it
operates: manufacturing, services and trade. In the group of companies A -
interacting with customers in innovation 48% services, 30% work in
manufacturing, and 22% engaged in the trade. In turn, among the companies that
implement the innovation process without the participation of customers, most -
61% work in the service industry, 21% of trades and 18% of production.
Table
3. Relationships with clients and their participation in the innovation process
by industry
|
Specification
|
|
|
|
Trade
|
|
|
|
|
|
|
|
|
|
|
|
|
production
|
|
services
|
|
commerce
|
|
|
|
A
|
B
|
A
|
B
|
A
|
B
|
|
|
84
|
7
|
132
|
23
|
62
|
8
|
|
|
(100%)
|
(100%)
|
(100%)
|
(100%)
|
(100%)
|
(100%)
|
|
Relationships
with customers as the most important
|
54
|
2
|
91
|
11
|
49
|
6
|
|
source
of competitive advantage in the market
|
(64%)
|
(29%)
|
(69%)
|
(48%)
|
(79%)
|
(75%)
|
|
Introduction
of new products / services
|
53
|
4
|
66
|
9
|
40
|
5
|
|
|
(63%)
|
(57%)
|
(50%)
|
(39%)
|
(64%)
|
(62%)
|
|
The
introduction of modified products / services
|
67
|
3
|
83
|
6
|
42
|
1
|
|
|
(80%)
|
(43%)
|
(63%)
|
(26%)
|
(68%)
|
(12%)
|
|
|
|
|
|
|
|
|
As
is clear from the data presented in Table 3 customer relationships are a major
source of competitive advantage for traders - 79% in group A and 75% of group
B. What is surprising, though the second leading industry in which customer
relationships are the most important a source of competitive advantage services
(group a - 69% and in the
group B - 48%), the efficiency of the
process implemented in an innovative in group A is the smallest. New products /
services introduced in the industry 50% of the companies belonging to the group
A and 39% of group B. In the case of products / services introduced modified
them 63% of service companies of group A and 26% of group B.
Of the companies in the
group A in the largest field of introducing new products / services commercial
enterprises 64% and production - 63%. In group B, most new products / services
introduced commercial enterprises - 62%. In a slightly different way shaped the
effectiveness of the innovation process for products / services modified. Among
the companies in the group A is dominated by manufacturing enterprises 80%,
followed by commercial 68%, while in group B production company - 43%. Least of
products / services modified in group B have introduced commercial enterprises -
12%. We conclude that the greatest industry moderates the impact of
relationships with customers innovative capacity of business enterprises.
3.
Summary and conclusions
As is clear from the
study and presented the results of the company Malopolska Region and Tarnow are
aware that relationships with clients are important and represent an important
source of knowledge is not implemented by the innovation process. The analysis
of sources of knowledge realized by the surveyed companies the innovation
process indicates the leading role of the human factor in the creation of
innovation (here include customers and other market participants). Based on the
studies the following conclusions and indications:
•
The vast majority of
the surveyed companies used the demand approach in its operations and
implements innovative open innovation process.
•
Use appropriate methods
of management, marketing, IT (eg CRM User - Driven Innovation, databases)
stimulates the process of obtaining information from the client.
•
The basis of effective
bilateral cooperation with our customers is the trust that should be stimulated
by the company through continuous gathering of information and knowledge about
yet unmet customer needs and take action by not having these needs in the near
future to meet.
•
Identified two
categories of companies: A - companies that create innovation together with our
customers, and B - the company, where customers do not participate in the
innovation process. Enterprises Category A prevalent among respondents.
•
What important
companies benefiting from the knowledge of customers in realized their
innovation process are characterized by high efficiency in the implementation
of new and modified products / services.
•
Taking into account the
contextual variable that is the size of the company, it can be seen that the
largest group of companies in the Group A of the companies are SMEs.
•
In this context, it can
be concluded that the orientation of the relationship with customers is
especially important for small and medium-sized enterprises, which have limited
financial capacity (including, in the area of conducting research) in terms of
identifying new and costly innovative solutions.
•
Analyzing, in turn,
impact the market as a moderating variable may be noted that among the
companies in the Group A with increasing coverage in the business increases the
efficiency of the innovation process involving the formation of both products /
services new and modified.
•
In the context of a
contextual variable that is the industry in which the company operates, it can
be seen that the greatest relationships with clients are important in creating
the innovative capacity of enterprises engaging in the trade.
•
Inclusion in the
analysis of test results so. contextual variables (moderators) allowed for a
fuller recognition of the impact of relationships with customers on the
innovative capacity of the surveyed companies.
•
Innovation, especially
product innovations are a response to customer demand, as well as the essential
prerequisite for increasing the competitiveness of the company. It should
therefore pursue cooperation with customers on a continuous basis, and its aim
should be to provide customers with more and more value achieved also through
innovation.
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Kerjasama
dengan pelanggan sebagai penentu kapasitas perusahaan yang inovatif
Abstrak
Tujuan artikel ini adalah untuk
menyajikan hubungan antara penggunaan dengan metode khusus perusahaan
memperoleh pengetahuan dari luar, yang merupakan kerjasama dengan pelanggan dan
kapasitas inovatif. Hubungan ini akan ditampilkan berkaitan dengan variabel
mediasi dan mengatur disebut moderator dan mediator. Sebagai tesis utama dari
artikel ini diasumsikan bahwa hubungan pelanggan merupakan alat yang efektif
untuk mempromosikan inovasi bagi perusahaan - untuk meningkatkan kapasitas
untuk inovasi, tetapi prevalensi dan intensitas mereka tergantung pada variabel
kontekstual: ukuran perusahaan, industri dan pasar beroperasi. Di bagian
empiris artikel akan menyajikan hasil penelitian yang dilakukan antara
perusahaan Daerah Malopolska. Mereka menunjukkan bahwa bisnis menyadari fakta
bahwa pelanggan merupakan sumber penting pengetahuan dalam proses inovasi.
1.
Perkenalan
Sampai
saat ini perusahaan mengembangkan dan dibiayai ide-ide baru dan penemuan
sendiri, dan mempertahankan kontrol penuh atas proses inovatif diperlakukan
sebagai prasyarat untuk sukses di bidang ini. Namun, saat ini, di dunia di mana
satu-satunya yang konstan dalam bisnis adalah perubahan konstan segala sesuatu
(Brown & Eisenhardt, 1998, p 1) model berhenti telah memeriksa dan itu
semakin sulit untuk memimpin inovasi sendiri. Dalam masyarakat jaringan global,
pengetahuan secara luas, dan perusahaan kehilangan monopoli mereka pada
penciptaan ide-ide baru. Dalam situasi ini, dasar kesuksesan adalah penggunaan
sumber eksternal pengetahuan yang dapat memberikan kontribusi pada pengembangan
teknologi terobosan yang sesuai dengan masalah umum bisnis, secara efektif
memenuhi kebutuhan konsumen dan akhirnya - nyata, berlangsung perubahan sosial.
Untuk
melakukan hal ini perusahaan harus menjadi proaktif dan pada saat yang sama
secara efektif menggunakan sumber-sumber pengetahuan, baik internal maupun
eksternal melaksanakan proses yang sama untuk terus belajar dari yang lain.
Proses belajar dan adaptasi pengetahuan di tingkat perusahaan paling menyadari
sepenuhnya ketika datang ke pertanyaan dan merombak strategi dan proses yang
spesifik, termasuk proses-dalam inovasi arah proses membutuhkan interaktivitas
banyak aktor / peserta (dari daerah yang berbeda aktivitas). Perlu ditekankan
bahwa produk-produk inovatif atau proses diciptakan dengan mengumpulkan dan
mengubah pengetahuan (Roper, Du & Love, 2008, hal 54). Pendekatan modern
untuk inovasi, sesuai dengan ide yang disebut. inovasi terbuka (Chesbrough,
2003), perusahaan harus sama-sama menggunakan ide-ide baik internal maupun
eksternal (pengetahuan) dan bagaimana untuk komersialisasi. Mitra eksternal
alami dalam model inovasi terbuka menjadi: pelanggan, pesaing, pemasok, lembaga
penelitian dan universitas (Buganza, Verganti, 2009). Setiap organisasi terus
berinteraksi dengan para pemangku kepentingan, karena merekalah yang menentukan
fungsinya. Oleh karena itu harus fokus pada identifikasi kelompok stakeholder
dan untuk memahami kebutuhan dan harapan mereka. Dalam ekonomi pasar kelompok
paling penting dari stakeholder adalah pelanggan. Partisipasi pelanggan dalam
proses inovasi yang dilakukan oleh perusahaan adalah sangat penting terutama
untuk satu alasan: pelanggan menggunakan produk dan jasa mengumpulkan
pengetahuan yang bisa sangat berharga bagi perusahaan. Ide dan konsep baru
mungkin berhubungan dengan pengembangan produk, proses, kegiatan pemasaran,
struktur organisasi, atau kombinasi dari unsur-unsur ini. Peran kunci dari konsumen
/ klien diwujudkan dengan proses inovasi perusahaan terutama ditekankan
permintaan-pendekatan untuk inovasi, yang mengasumsikan bahwa pengguna adalah
inovator dan harus terlibat dalam proses inovasi (berbicara tentang konsep
kustomisasi massal (Kleemann , Voss & Rieder, 2008), pelanggan Relationship
Management dan User-Driven Inovasi (Nordic Counsul Menteri, 2006). Penekanan
utama adalah pada penggunaan ide siap pakai atau solusi yang diusulkan oleh
pelanggan. Selain itu, perusahaan dapat melakukan tindakan yang akan mengarah
pada identifikasi kebutuhan pelanggan. Harus ditekankan bahwa identifikasi yang
tepat dari kebutuhan terutama menuntut atau tidak untuk mengakhiri
usatysfakcjonowanego pelanggan adalah penting dalam proses menciptakan inovasi.
sehingga inovasi dapat ditentukan tidak hanya pengetahuan tentang pelanggan,
tetapi terutama melalui penggunaan pengetahuan yang dimiliki oleh pelanggan.
dengan cara ini klien dapat menjadi pencipta, dan bahkan co-produser dari
produk atau layanan.
Mengacu
pada kebutuhan pelanggan yang menentukan daerah dan menentukan arah organisasi
kegiatan inovatif, Anda dapat mengganti (Martin, 2010):
•
kecepatan pelayanan,
•
kualitas produk atau jasa,
•
harga yang menarik,
•
sistem perdagangan sederhana.
Juga
penting adalah harapan dari organisasi kepada pelanggan. Dipilih, yang paling
penting dari mereka adalah (Wysokińska-Senkus, 2013):
•
pendapatan dan keuntungan,
•
peningkatan penjualan,
•
pendapat konsumen,
•
kepercayaan dari pelanggan.
Kebutuhan
direktori tertentu (tujuan) perusahaan harus dilengkapi dengan yang paling
penting, yaitu pengenalan produk baru, sebagai akibat dari aktivitas inovatif
organisasi. Oleh karena itu, dapat disimpulkan bahwa inovasi kini telah menjadi
premis dasar untuk membangun hubungan yang langgeng dengan pelanggan. Pelanggan
yang ditawarkan maksimal yang cocok dengan kebutuhan mereka, dan begitu
nilai-nilai ini diharapkan dan yang bersama-sama membentuk. Perusahaan menerima
sementara alat baru dalam perjuangan kendala kompetitif muncul karena
perusahaan adalah risiko bahwa inovasi tidak menemukan pembeli dan tidak akan
berhasil di pasar. Perlu ditekankan bahwa orientasi didasarkan pada emosi
pelanggan. Produk-produk inovatif dapat membuat pelanggan Anda banyak perasaan
positif. Semakin Anda tawarkan bisnis adalah penerima pengalaman positif,
hubungan emosional yang lebih dalam menciptakan antara dia dan klien. Senyawa
yang dihasilkan adalah komponen dari modal relasional hanya ketika terbentuk
atas dasar saling percaya, menghormati dan memahami.
Hubungan
pelanggan berkualitas menyimpulkan bawah dilaksanakan oleh perusahaan dalam
proses inovasi tergantung pada kualitas yang diperoleh dalam informasi cara dan
pengetahuan. Oleh karena itu, perusahaan semakin mengadopsi manajemen hubungan
pelanggan CRM. Ide hubungan pemasaran dan sistem Customer Relationship
Management (CRM) adalah untuk membangun hubungan jangka panjang dengan
lingkungan, khususnya dengan pelanggan, dalam rangka meningkatkan
profitabilitas perusahaan, serta pengurangan biaya. Hubungan dengan pelanggan
(CRM lebih) merupakan alat yang efektif untuk mengumpulkan informasi untuk
proses inovasi, baik pada tahap inovasi penemuan (meningkatkan kapasitas
inovatif organisasi), dan pada tahap difusi inovasi (aktivitas inovatif).
Kondisi efektivitas pemasaran personal meliputi: kontak dekat dengan pelanggan,
kontrol, dan analisis terus menerus tentu saja mereka, serta teknologi
informasi dan database.
Tujuan
dari artikel ini adalah untuk menyajikan hubungan antara penggunaan dengan
metode khusus perusahaan memperoleh pengetahuan dari luar, yang merupakan
kerjasama dengan pelanggan dan kapasitas inovatif. Hubungan ini akan
ditampilkan berkaitan dengan variabel yang mengatur disebut. moderator.
Moderasi terjadi ketika pengaruh variabel independen (X) terhadap variabel
dependen (Y) berbeda tergantung pada tingkat variabel ketiga (Z), disebut
variabel menyesuaikan (variabel moderator, moderator), yang berinteraksi dengan
variabel independen ( Baron Kenny, 1986). Moderator mempengaruhi arah dan / atau
kekuatan hubungan antara organisasi inovasi, dan dipilih penentu nya,
menetapkan kondisi di mana variabel independen (sumber) mempengaruhi variabel
dependen (tingkat inovasi dalam organisasi). Dengan kata lain, moderator
memutuskan pada peningkatan, tidak ada perubahan atau penurunan nilai yang
diambil oleh variabel dependen (Pichlak, 2012).
Sebagai
tesis utama dari artikel ini diasumsikan bahwa hubungan pelanggan merupakan
alat yang efektif untuk mempromosikan perusahaan inovasi - untuk meningkatkan
kapasitas untuk inovasi, tetapi prevalensi dan intensitas mereka tergantung
pada variabel kontekstual: ukuran perusahaan, industri dan pasar beroperasi.
Untuk realisasi mungkin untuk menganggap bahwa proses inovasi (penemuan dan
difusi inovasi) diterapkan oleh perusahaan tergantung pada kemampuannya untuk
berinovasi. Kemampuan perusahaan untuk inovasi (kapasitas inovatif) mengacu
pada kemampuan dari tidak ada modifikasi yang signifikan dan perbaikan
teknologi yang sudah ada dan menciptakan yang baru (Furman, Porter & Stern,
2002; Romjin & Albaladejo, 2000; INSEAD, 2007), juga terlihat sebagai dasar
untuk menciptakan nilai inovasi (Hurmelinna-Laukkanen, Sainio & Jauhiainen
2008). Pemodelan manajemen strategis untuk pengembangan keunggulan kompetitif
perusahaan dan organisasi di berbagai sektor dapat menggunakan teknologi baru
dan media sosial dalam strategi pemasaran mereka karena mereka belum digunakan
untuk tingkat penuh belum (Vlachvei dan Notta, 2014;. Chatzithomas et al, 2014;
Stavrianea dan Kavoura, 2014; Yasa Özeltürkay dan Mucan, 2014; Kiráľová, dan
Malachovsk ý, 2014; Sakas, Vlachos dan Nasiopoulos, 2014; Kavoura dan
Stavrianea, 2014; Amaral, Tiago dan Tiago, 2014); penciptaan jaringan dan
sinergi juga dapat meningkatkan perusahaan ', organizations'communication
companies'and (Kavoura, 2014). Menerapkan sistem perangkat lunak baru atau
aplikasi dalam organisasi dapat menjadi tugas yang sulit; Meskipun demikian,
upaya yang berharga untuk branding (Stalidis dan Karapistolis, 2014; Greve,
2014; Schmidt dan Baumgarth, 2014).
Dasar
untuk menentukan kemampuan perusahaan yang inovatif adalah potensi untuk
inovasi, dipahami sebagai seperangkat sosial-ekonomi, berbentuk dalam
pengembangan perusahaan, konstitusi dasar untuk kegiatan inovatif. Secara
khusus, ini adalah sumber daya, proses, struktur, faktor yang melekat di
perusahaan. Potensi inovatif juga ditentukan oleh sektor lingkungan, terutama
pasar, sehingga perusahaan dengan pelanggan, pesaing, pemasok dan kooperator
(termasuk khususnya hubungan bahwa sebuah perusahaan dengan para pemangku
kepentingan kunci), karena inovasi terutama "menetas" pada kontak
dengan pasar.
Potensi
inovatif dari komponen yang terus digunakan secara efektif untuk menciptakan
inovasi komersial adalah kemampuan untuk berinovasi perusahaan (Koziol,
Wojtowicz, Karas, 2014).
Kemampuan
ini dengan cara yang khusus penentu bentuk (Koziol, Wojtowicz, Karas,2014):
•
keterampilan manajerial dan tenaga kerja untuk inovasi, terutama pengetahuan
dari
pengalaman;
•
digunakan infrastruktur modern dan sistem, khususnya teknologi IT;
•
tingkat kerjasama dalam manajemen pengetahuan, khususnya tingkat aktivitas
relasional
dengan stakeholder (pelanggan, pemasok, dll);
•
organisasi kerja dan manajemen;
•
mengamankan pengetahuan yang timbul dalam perusahaan (nilai berhenti
inovasi).
Isu
disajikan dalam pendahuluan merupakan dasar untuk analisis lebih lanjut yang
disajikan dalam artikel, dan khususnya hasil survei yang dilakukan antara
perusahaan Malopolska Daerah dan Tarnow.
2.
Hasil penelitian
Penelitian
ini melibatkan 316 badan usaha pada periode 2010-2012. Di antara responden yang
memiliki sektor UKM - 79%, diikuti oleh perusahaan-perusahaan yang sangat besar
- 14% dan tinggi 7%. Hampir 40% responden membatasi aktivitas mereka ke wilayah
dianalisis, 33% bekerja di pasar domestik dan 29% untuk internasional. Setengah
dari layanan, sisanya bergerak di bidang perdagangan dan manufaktur.
Penelitian
dilakukan dengan kuesioner. Kuesioner termasuk dalam sebagian besar pertanyaan
pilihan ganda, dan terdiri dari dua bagian. Yang pertama dari mereka adalah
pertanyaan tentang karakteristik bisnis, sedangkan yang kedua menyangkut
evaluasi sumber daya dan inovasi, organisasi dan evaluasi lingkungan sektoral
nya. Menurut ide konsep "inovasi terbuka" pendekatan permintaan dan
perusahaan harus mencari ilmu yang bermanfaat dalam inovasi dengan pelanggan.
Untuk 59% dari perusahaan yang disurvei, pelanggan adalah sumber utama
informasi untuk inovasi, maka pesaing (52%). Sangat rendah tetapi telah dinilai
R & D pusat dan universitas, yang menunjukkan 14% dan 10% responden.
Analisis
sumber pengetahuan dalam proses inovasi untuk perusahaan-perusahaan yang
disurvei juga memungkinkan Anda untuk mengidentifikasi proses dan mekanisme
untuk penyediaan dan pengembangan inovasi, karena menunjuk pada peran utama
dari faktor manusia dalam penciptaan inovasi (di sini termasuk pelanggan dan
pelaku pasar lainnya). Dalam konteks ini, fokus pada hubungan dengan pelanggan
sangat penting bagi usaha kecil dan menengah, yang memiliki keterbatasan
kemampuan keuangan (termasuk, di daerah melakukan penelitian) dalam hal
mengidentifikasi solusi inovatif baru dan mahal.
Berdasarkan
analisis hasil tes untuk partisipasi pelanggan dalam proses inovasi yang
dilakukan oleh perusahaan mengidentifikasi dua kategori perusahaan: • A -
perusahaan di mana pelanggan terlibat dalam proses inovasi (278 perusahaan dari
316 responden, 88% ), • B - perusahaan, di mana pelanggan tidak berpartisipasi
dalam proses inovasi (38 perusahaan dari 316 responden, 12%).
3.
Ringkasan dan kesimpulan
Sebagaimana
jelas dari penelitian dan mempresentasikan hasil perusahaan Malopolska Daerah
dan Tarnow menyadari bahwa hubungan dengan klien penting dan merupakan sumber
penting dari pengetahuan tidak dilaksanakan oleh proses inovasi. Analisis
sumber pengetahuan direalisasikan oleh perusahaan yang disurvei proses inovasi
menunjukkan peran utama dari faktor manusia dalam penciptaan inovasi (di sini
termasuk pelanggan dan pelaku pasar lainnya). Berdasarkan penelitian kesimpulan
dan indikasi berikut:
•
Sebagian besar perusahaan yang disurvei menggunakan pendekatan
Permintaan
dalam operasinya dan menerapkan proses inovasi terbuka inovatif.
•
Gunakan metode yang tepat dari manajemen, pemasaran, IT (misalnya CRM
Pengguna
- Didorong Inovasi, database) merangsang proses mendapatkan informasi
dari
klien.
•
Dasar kerjasama bilateral efektif dengan pelanggan kami adalah kepercayaan
yang
harus dirangsang oleh perusahaan melalui pengumpulan terus menerus
informasi
dan pengetahuan tentang kebutuhan pelanggan belum terpenuhi dan
mengambil
tindakan dengan tidak memiliki kebutuhan ini dalam waktu dekat
untuk
bertemu.
•
Mengidentifikasi dua kategori perusahaan: A - perusahaan yang menciptakan
inovasi
bersama-sama dengan pelanggan kami, dan B - perusahaan, di mana
pelanggan
tidak berpartisipasi dalam proses inovasi. Usaha Kategori A umum
di
kalangan responden.
•
Apa perusahaan penting manfaat dari pengetahuan pelanggan di menyadari
proses
inovasi mereka ditandai dengan efisiensi tinggi dalam pelaksanaan
produk
layanan baru dan dimodifikasi.
•
Mempertimbangkan variabel kontekstual yang adalah ukuran perusahaan,
dapat
dilihat bahwa kelompok terbesar perusahaan di Grup A dari perusahaan
adalah
UKM.
•
Dalam konteks ini, dapat disimpulkan bahwa orientasi hubungan dengan
pelanggan
sangat penting bagi usaha kecil dan menengah, yang memiliki
keterbatasan
kemampuan
keuangan (termasuk, di daerah melakukan penelitian) dalam hal
mengidentifikasi
baru dan mahal solusi inovatif.
•
Menganalisis, pada gilirannya, berdampak pasar sebagai variabel moderasi
dapat
dicatat bahwa di antara perusahaan-perusahaan dalam Grup A dengan
meningkatkan
cakupan dalam bisnis meningkatkan efisiensi proses inovasi
yang
melibatkan pembentukan kedua produk / layanan baru dan dimodifikasi.
•
Dalam konteks variabel kontekstual yang adalah industri di mana perusahaan
beroperasi,
dapat dilihat bahwa hubungan terbesar dengan klien penting dalam
menciptakan
kapasitas inovatif perusahaan terlibat dalam perdagangan.
•
Inklusi dalam analisis hasil tes itu. variabel kontekstual (moderator)
diperbolehkan
untuk pengakuan penuh dari dampak hubungan dengan
pelanggan
pada kapasitasinovatif dari perusahaan yang disurvei.
•
Inovasi, terutama inovasi produk adalah menanggapi permintaan pelanggan,
serta
prasyarat penting untuk meningkatkan daya saing perusahaan. Oleh
karena
itu harus mengejar kerjasama dengan pelanggan secara terus menerus,
dan
tujuannya harus untuk menyediakan pelanggan dengan nilai lebih dan
lebih
dicapai juga melalui inovasi.
1.
Mengapa jurnal ini menarik?
Jurnal ini menganalisis
tentang Kerjasama dengan pelanggan sebagai penentu kapasitas perusahaan yang
inovatif
2.
Mengapa penelitian dilakukan?
Untuk menyajikan
hubungan antara penggunaan dengan metode khusus perusahaan memperoleh
pengetahuan dari luar, yang merupakan kerjasama dengan pelanggan dan kapasitas
inovatif.
3.
Hasil penelitian?
Penelitian ini
melibatkan 316 badan usaha pada periode 2010-2012. Di antara responden yang
memiliki sektor UKM - 79%, diikuti oleh perusahaan-perusahaan yang sangat besar
- 14% dan tinggi 7%. Hampir 40% responden membatasi aktivitas mereka ke wilayah
dianalisis, 33% bekerja di pasar domestik dan 29% untuk internasional. Dalam
konteks ini, fokus pada hubungan dengan pelanggan sangat penting bagi usaha
kecil dan menengah, yang memiliki keterbatasan kemampuan keuangan (termasuk, di
daerah melakukan penelitian) dalam hal mengidentifikasi solusi inovatif baru
dan mahal.
4.
Guna penelitian?
Hubungan pelanggan
merupakan alat yang efektif untuk mempromosikan inovasi bagi perusahaan - untuk
meningkatkan kapasitas untuk inovasi, tetapi prevalensi dan intensitas mereka
tergantung pada variabel kontekstual: ukuran perusahaan, industri dan pasar
beroperasi. Di bagian empiris artikel akan menyajikan hasil penelitian yang
dilakukan antara perusahaan Daerah Malopolska.
5.
Kesimpulan?
Sebagaimana jelas dari penelitian
dan mempresentasikan hasil perusahaan Malopolska Daerah dan Tarnow menyadari
bahwa hubungan dengan klien penting dan merupakan sumber penting dari
pengetahuan tidak dilaksanakan oleh proses inovasi. Analisis sumber pengetahuan
direalisasikan oleh perusahaan yang disurvei proses inovasi menunjukkan peran
utama dari faktor manusia dalam penciptaan inovasi (di sini termasuk pelanggan
dan pelaku pasar lainnya).
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