Systematic Chasing for Economic Success: An Innovation Management Approach for German SME's in Drive Technology Business
An Innovation Management Approach for German SME's in Drive Technology Business
1st Edition
Published in January 2013
121 pages
978-3-95489-545-8 (ISBN)
Description
The industry of the German drive technology is dominated by SME's, and must supply its products to customers around the world. In addition, this industrial segment is challenged by competitors from many other countries, and from customers with a variety of different needs. Therefore, there are two questions that arose for SME's. Firstly, 'what is the best strategy to take an advantage in the competition', and secondly, 'how does the strategies can be used in the most efficient way.'
The structure, the essential needs and the boundary conditions will be derived from the analysis of the industrial segment. In addition, a suitable strategy that should take an advantage in the worldwide competition will be analysed and discussed. In the end, the author develops an innovative management process and a toolbox for SME's to make this strategy applicable to a company.
The structure, the essential needs and the boundary conditions will be derived from the analysis of the industrial segment. In addition, a suitable strategy that should take an advantage in the worldwide competition will be analysed and discussed. In the end, the author develops an innovative management process and a toolbox for SME's to make this strategy applicable to a company.
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Thomas Kamps
Systematic Chasing for Economic Success: An Innovation Management Approach for German SME's in Drive Technology Business
An Innovation Management Approach for German SME's in Drive Technology Business
Book
05/2013
1st Edition
Anchor Academic Publishing
€54.99
Shipment within 7-9 days
Person
Thomas Kamps, Dr.-Ing., was born in Marl in 1971. He graduated in mechanical engineering at the University of Duisburg-Essen. Afterwards, he started to work at the department of product engineering. In 2006, he obtained a doctor's degree in Mechanical Engineering, and in 2011, he added a master's degree in Business Administration. During the last decade, he has been responsible for R&D activities at technical products and thereby, he worked in leading positions for different companies.
Content
1 - Systematic Chasing for Economic Success: An Innovation Management Approach for German SME's in Drive Technology Business [Seite 1]
1.1 - Table of Contents [Seite 3]
1.2 - List of Figures [Seite 5]
1.3 - List of Tables [Seite 8]
1.4 - 1 Introduction [Seite 11]
1.4.1 - 1.1 Problem description [Seite 12]
1.4.2 - 1.2 Focus [Seite 12]
1.4.3 - 1.3 Research method and proceedings [Seite 12]
1.5 - 2 Drive technology industry, economic relations and structure [Seite 14]
1.5.1 - 2.1 German mechanical engineering industry [Seite 14]
1.5.2 - 2.2 German drive technology industry [Seite 16]
1.5.3 - 2.3 Company structures [Seite 18]
1.5.3.1 - 2.3.1 Drive technology industry in general [Seite 18]
1.5.3.2 - 2.3.2 Example ball bearing companies [Seite 21]
1.5.4 - 2.4 Conclusions for German drive technology industry [Seite 23]
1.6 - 3 Strategies for SME's in drive technology industry [Seite 25]
1.6.1 - 3.1 Options for competitive advantage [Seite 25]
1.6.1.1 - 3.1.1 General overview [Seite 25]
1.6.1.2 - 3.1.2 Competitive products [Seite 28]
1.6.1.2.1 - 3.1.2.1 Cost leadership [Seite 28]
1.6.1.2.2 - 3.1.2.2 Differentiation [Seite 29]
1.6.1.2.3 - 3.1.2.3 Generic strategies [Seite 31]
1.6.1.2.4 - 3,1,2,4 General remarks [Seite 32]
1.6.1.2.5 - 3.1.2.5 Product-market growth strategies [Seite 33]
1.6.1.3 - 3.1.3 Selection of a strategy for SME's in German drive technology industry [Seite 34]
1.6.1.3.1 - 3.1.3.1 Assessment of strategies [Seite 35]
1.6.1.3.2 - 3.1.3.2 Conclusion for selected strategy [Seite 38]
1.6.1.3.3 - 3.1.3.3 Practical experience for SME's with selected strategy [Seite 39]
1.7 - 4 Innovation Management Process for SME's [Seite 47]
1.7.1 - 4.1 Basics of innovation management [Seite 47]
1.7.1.1 - 4.1.1 General remarks [Seite 47]
1.7.1.2 - 4.1.2 Innovation process [Seite 49]
1.7.1.3 - 4.1.3 Interactions with other processes [Seite 52]
1.7.1.4 - 4.1.4 Conclusions for the innovation management process [Seite 55]
1.7.2 - 4.2 Main approach of innovation management for SME's [Seite 56]
1.8 - 5 Idea management [Seite 58]
1.8.1 - 5.1 Methods for idea creation inside SME's [Seite 59]
1.8.2 - 5.2 Methods for idea creation outside SME's [Seite 63]
1.8.3 - 5.3 Proposal for assessment of ideas [Seite 65]
1.9 - 6 Project management [Seite 68]
1.10 - 7 Innovation controlling [Seite 70]
1.10.1 - 7.1 Internal view of Enterprises to Innovations [Seite 70]
1.10.1.1 - 7.1.1 Approaches for accounting of innovation projects [Seite 72]
1.10.1.2 - 7.1.2 Key data for innovations [Seite 73]
1.10.2 - 7.2 Innovations in the scope of GCC [Seite 75]
1.10.3 - 7.3 Proposal for innovation success calculation [Seite 76]
1.11 - 8 Patent management [Seite 78]
1.11.1 - 8.1 Assessment of values [Seite 79]
1.11.2 - 8.2 Assessment for patent application [Seite 81]
1.11.2.1 - 8.2.1 Necessity of patents [Seite 81]
1.11.2.2 - 8.2.2 Proposal for patent management in SME's [Seite 83]
1.12 - 9 Summary [Seite 86]
1.13 - 10 Conclusion [Seite 87]
1.14 - 11 Appendix [Seite 89]
1.14.1 - 11.1 Principals of the used statistics [Seite 89]
1.14.1.1 - 11.1.1 Multivariate methods for the analysis [Seite 89]
1.14.1.2 - 11.1.2 Specific values [Seite 91]
1.14.1.2.1 - 11.1.2.1 Frequency distribution [Seite 91]
1.14.1.2.2 - 11.1.2.2 Position [Seite 92]
1.14.1.2.3 - 11.1.2.3 Variation [Seite 92]
1.14.1.2.4 - 11.1.2.4 Relations [Seite 93]
1.14.1.3 - 11.1.3 Multiple linear regression [Seite 94]
1.14.2 - 11.2 Detailed regression analysis of mechanical engineering industry [Seite 99]
1.14.3 - 11.3 Detailed regression analysis of drive technology industry [Seite 101]
1.14.4 - 11.4 Data of ball bearing companies [Seite 103]
1.14.5 - 11.5 Innovation Success Calculation Sheet [Seite 104]
1.14.6 - 11.6 Innovation management process for SME's [Seite 105]
1.15 - Literature [Seite 106]
1.1 - Table of Contents [Seite 3]
1.2 - List of Figures [Seite 5]
1.3 - List of Tables [Seite 8]
1.4 - 1 Introduction [Seite 11]
1.4.1 - 1.1 Problem description [Seite 12]
1.4.2 - 1.2 Focus [Seite 12]
1.4.3 - 1.3 Research method and proceedings [Seite 12]
1.5 - 2 Drive technology industry, economic relations and structure [Seite 14]
1.5.1 - 2.1 German mechanical engineering industry [Seite 14]
1.5.2 - 2.2 German drive technology industry [Seite 16]
1.5.3 - 2.3 Company structures [Seite 18]
1.5.3.1 - 2.3.1 Drive technology industry in general [Seite 18]
1.5.3.2 - 2.3.2 Example ball bearing companies [Seite 21]
1.5.4 - 2.4 Conclusions for German drive technology industry [Seite 23]
1.6 - 3 Strategies for SME's in drive technology industry [Seite 25]
1.6.1 - 3.1 Options for competitive advantage [Seite 25]
1.6.1.1 - 3.1.1 General overview [Seite 25]
1.6.1.2 - 3.1.2 Competitive products [Seite 28]
1.6.1.2.1 - 3.1.2.1 Cost leadership [Seite 28]
1.6.1.2.2 - 3.1.2.2 Differentiation [Seite 29]
1.6.1.2.3 - 3.1.2.3 Generic strategies [Seite 31]
1.6.1.2.4 - 3,1,2,4 General remarks [Seite 32]
1.6.1.2.5 - 3.1.2.5 Product-market growth strategies [Seite 33]
1.6.1.3 - 3.1.3 Selection of a strategy for SME's in German drive technology industry [Seite 34]
1.6.1.3.1 - 3.1.3.1 Assessment of strategies [Seite 35]
1.6.1.3.2 - 3.1.3.2 Conclusion for selected strategy [Seite 38]
1.6.1.3.3 - 3.1.3.3 Practical experience for SME's with selected strategy [Seite 39]
1.7 - 4 Innovation Management Process for SME's [Seite 47]
1.7.1 - 4.1 Basics of innovation management [Seite 47]
1.7.1.1 - 4.1.1 General remarks [Seite 47]
1.7.1.2 - 4.1.2 Innovation process [Seite 49]
1.7.1.3 - 4.1.3 Interactions with other processes [Seite 52]
1.7.1.4 - 4.1.4 Conclusions for the innovation management process [Seite 55]
1.7.2 - 4.2 Main approach of innovation management for SME's [Seite 56]
1.8 - 5 Idea management [Seite 58]
1.8.1 - 5.1 Methods for idea creation inside SME's [Seite 59]
1.8.2 - 5.2 Methods for idea creation outside SME's [Seite 63]
1.8.3 - 5.3 Proposal for assessment of ideas [Seite 65]
1.9 - 6 Project management [Seite 68]
1.10 - 7 Innovation controlling [Seite 70]
1.10.1 - 7.1 Internal view of Enterprises to Innovations [Seite 70]
1.10.1.1 - 7.1.1 Approaches for accounting of innovation projects [Seite 72]
1.10.1.2 - 7.1.2 Key data for innovations [Seite 73]
1.10.2 - 7.2 Innovations in the scope of GCC [Seite 75]
1.10.3 - 7.3 Proposal for innovation success calculation [Seite 76]
1.11 - 8 Patent management [Seite 78]
1.11.1 - 8.1 Assessment of values [Seite 79]
1.11.2 - 8.2 Assessment for patent application [Seite 81]
1.11.2.1 - 8.2.1 Necessity of patents [Seite 81]
1.11.2.2 - 8.2.2 Proposal for patent management in SME's [Seite 83]
1.12 - 9 Summary [Seite 86]
1.13 - 10 Conclusion [Seite 87]
1.14 - 11 Appendix [Seite 89]
1.14.1 - 11.1 Principals of the used statistics [Seite 89]
1.14.1.1 - 11.1.1 Multivariate methods for the analysis [Seite 89]
1.14.1.2 - 11.1.2 Specific values [Seite 91]
1.14.1.2.1 - 11.1.2.1 Frequency distribution [Seite 91]
1.14.1.2.2 - 11.1.2.2 Position [Seite 92]
1.14.1.2.3 - 11.1.2.3 Variation [Seite 92]
1.14.1.2.4 - 11.1.2.4 Relations [Seite 93]
1.14.1.3 - 11.1.3 Multiple linear regression [Seite 94]
1.14.2 - 11.2 Detailed regression analysis of mechanical engineering industry [Seite 99]
1.14.3 - 11.3 Detailed regression analysis of drive technology industry [Seite 101]
1.14.4 - 11.4 Data of ball bearing companies [Seite 103]
1.14.5 - 11.5 Innovation Success Calculation Sheet [Seite 104]
1.14.6 - 11.6 Innovation management process for SME's [Seite 105]
1.15 - Literature [Seite 106]
Text Sample: Chapter 7, Innovation controlling: The typical controlling process is designated to plan, observe and steer enterprise and business processes. In this way controlling has to generate compressed information to support the management in ist decision processes. Business aims should be reached as effectively and efficiently as possible. Littkemann (ed.) (2005 pp. 12-20), Weber et al. (2007 pp. 9-14) and Stern et al. (2007 pp. 316-328) figure out the use of tools from accounting and reporting for controlling of innovation processes. It is necessary to define in front of the innovation process the kind of information which should be compressed and reported. But in case of innovations some challenges are coming up for the controlling process. Innovations are focused to future turnovers and profits, but costs for the innovation process occur in the present. The common controlling with tools from accounting and reporting are focused on turnovers, profits and costs in the present. Present costs for future benefits like R&D costs will often be distributed as overhead expenses and cannot be used for controlling processes focused on innovations. In respect of these different focuses in the following chapters it will be analyzed how controlling and accounting can be used for an enterprise internal innovation controlling. In respect of SME's a brief look to innovations in the scope of the German commercial code will be given. 7.1, Internal view of Enterprises to Innovations: For controlling innovation is like an intangible asset, therefore it is linked to higher risks in the prediction. For an efficient and effective realization of innovation management an enterprise internal controlling is necessary. This internal controlling of innovations is not limited by reporting rules or laws. It is only limited by internal restrictions, which can be: 1.Limitations for creativity: Efforts for collection of data can lead to resistances atdevelopers because they could understand this as a limitation of their creative space. 2. Negligence of technical subjects: Classical controlling aspects consider only economical values, technical subjects are not taken into account. Qualitative and semi-qualitative tools from project management must be used for this, but these tools are not part of the classic controlling toolbox. 3.Use of forecasted data: Controlling has to use uncertain data. As a consequence errors in estimations of profits will occur. It is necessary and useful to analyze reasons for deviations. 4.Profitability: Implementation and support are necessary for data collection and analysis. In this way one has to check how many efforts in time and money are necessary and if are they in balance with the importance of innovations for the company. In addition to these restrictions advantages are possible, too. These advantages can be: 1.Transparency of innovation within the operating profit: Success of innovations and innovation capability of the enterprise can be visualized and used for a justification of innovation management. 2.Comparison and assessment between innovation projects: Comparison of economically success and can be used for a positive contest. 3.Improved motivation of project teams: Efforts, performance and results for projects are shown separated. This can improve the motivation of a project team. Summarized it can be said that there are many prejudices but also contributions in the different departments of an enterprise. R&D and controlling department show the biggest gap in prejudice but they also have the biggest opportunity to complete the innovation controlling with their contributions. Therefore a cooperation of R&D and controlling for a realization of an innovation controlling has to overcome some challenges. A successful implementation has to consider some several main subjects. In the following the main subjects of internal accounting and innovation key data will be discussed and shown.
