CHAPTER 6 - EXPLOITATION by SITI NUR SYAZWANI BINTI NOR AZLAN https://padlet.com/b062010472/chapter6exploitation Made with a taste for adventure en-us 2020-11-18 14:42:41 UTC 2021-02-01 02:47:30 UTC hello@padlet.com 6.1 EXPLOITATION b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/937030268 2020-11-18 15:05:18 UTC https://padlet.com/b062010472/chapter6exploitation/wish/937030268 Introduction b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/937053492 The process of exploitation is concerned with generating profit or archieving others benefits from technology. 

]]> 2020-11-18 15:09:17 UTC https://padlet.com/b062010472/chapter6exploitation/wish/937053492 Commercialization / marketing b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/937082409 The process of introducing a new product or service into the market.

]]> 2020-11-18 15:13:59 UTC https://padlet.com/b062010472/chapter6exploitation/wish/937082409 Technology exploitation can take one of three possible routes : b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/937133676
  • In-house development
    • - the production & distribution of technology are carried out within the company.
    • Joint commercialization 
    - production & distribution are carried out in collaboration with other organizations through joint venture or other form of alliance. 
    • Selling technology
    - can take place at any stage of technology development, including idea, prototype & license sale. 
    ]]>     2020-11-18 15:22:41 UTC https://padlet.com/b062010472/chapter6exploitation/wish/937133676     Ford and Saren (1996) provide a framework for choosing an exploitation method based on seven criteria : b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/937169562
  • Company's relative standing 
  • Categories of technology 
  • Urgency of exploitation
  • Need for support technologies 
  • Commitment / investment
  • Technology life cycle position
  • Potential application
    • ]]>     2020-11-18 15:28:42 UTC https://padlet.com/b062010472/chapter6exploitation/wish/937169562     6.3 MARKETING PROCESS b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939288331 2020-11-18 23:51:26 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939288331 MARKET PREPARATION b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939289736 Preparing the market refers to readying customers and other companies for the change by educating the market on a product or service. ]]> 2020-11-18 23:52:11 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939289736 Targeting b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939293761 to finding the right customers and learning their characteristic in order to decide on the marketing features to direct to the varying customer segments, for which  it is important to understand the adopter types.]]> 2020-11-18 23:54:28 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939293761 6.2 Commercialization / marketing b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939300124 2020-11-18 23:58:16 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939300124 Positioning b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939304670 Based on tangible or intangible characteristic such as image that will distinguish the firm from its competitors]]> 2020-11-19 00:00:51 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939304670 Execution b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939309057 The way across the chasm is to target the company's resources to one or two specific niche markets where it can dominate rapidly and force out competitors.]]> 2020-11-19 00:03:29 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939309057 6.4 - Technology transfer b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939315378 2020-11-19 00:06:55 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939315378 Definition b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939316158 the process by which technology ,knowledge and information developed by a creator is applied and utilized by an applied (Khalid,2000).]]> 2020-11-19 00:07:20 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939316158 Technology transfer process b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939320541
  • Determining the transfer method,actors & timing 
  • Pre-transfer activities.
  • Transfer activities
  • Evolution and improvements.
    • ]]>     2020-11-19 00:09:43 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939320541     Determining the transfer b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939328050 The major method of external technology transfer are :
    • OEM's
    • Turnkey plants
    • Licensing (in & out )
    • Acquisition 
    • Collaborative R&D
    ]]>     2020-11-19 00:13:49 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939328050     Marketing plan (4P) b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939338305
  • Product
  • Price
  • Promotion
  • Place
    • ]]>     2020-11-19 00:19:11 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939338305     Another popular criteria b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939339320
  • Complementary assets
  • Dominant design
  • Apporiability regime
    • ]]>     2020-11-19 00:19:42 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939339320     Company may choose its exploitation method among = b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939339506
  • Internal employment in own products/ processes/marketing
  • External contract out manufacture to others
  • Contrat in manufactute,marketing or product design for others
  • Joint venture
  • Licensing out 
    • ]]>     2020-11-19 00:19:48 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939339506     Direct Relationship b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939342943 2020-11-19 00:21:35 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939342943 b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939343097
  • requirements specification
  • contract or order
  • customer meetings
  • warranty and repair data
  • customer representatives
    • ]]>     2020-11-19 00:21:40 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939343097     Indirect Relationship b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939343234 2020-11-19 00:21:45 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939343234 b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939343347
  • surveys
  • focus group
  • market search
  • interviews
  • customer service feedback
    • ]]>     2020-11-19 00:21:49 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939343347     5 Main Elements that related to The Diffusion Process b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939351426 2020-11-19 00:25:58 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939351426 b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939351769
  • The characteristics of an innovation that may influence its adoption
  • The desicion-making process that occurs when individuals consider adopting a new idea,product or practice
  • The characteristics if individuals that make them likely to adopt an innovation
  • The consequences for individuals and society of adopting an innovation
  • The communication channels used in the adoption process
    • ]]>     2020-11-19 00:26:09 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939351769     b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939355431 Technology marketing 
    = getting the market ready involves bulding awareness of the new technology as well
    as forming relationships with customers and suppliers

    Technology products
    = complex and expensive,educating customers beforehand may imporve the perception of the product ]]>     2020-11-19 00:27:57 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939355431     b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939356714 innovators lead the change and are important for communicating the benefits of a new innovation
    early adopters are willing to try out new ideas
    early majority adopters are willing to accept change more quickly than the average
    early majority adopters will only use new ideas has become mainstreams or is in common use ]]>     2020-11-19 00:28:37 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939356714     b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939357451 technology marketing 
    = blue ocean strategy
    - builds its positioning according to the adopter type

    ]]>     2020-11-19 00:29:00 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939357451     b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939357619 early major type is matter of :
    - attending industry confrences and trade shows
    -frequent mentions in industry magazines
    -being installed in other companies in the same industry
    -alliances with other key suppliers to the industry ]]>     2020-11-19 00:29:05 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939357619     b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939357868 typical strategics:
    1. low cost
    2. niche 
    3. product differentiation
    ]]>     2020-11-19 00:29:12 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939357868     factor affect the success of technology transfer b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939360938
  • high level of technical understanding where transfer is done 
  • feasiblity findings of the technology are high
  • advanced development activities overlap with the new technology
  • growth potential of the application is high
  • the existence of an advocate of the transerred technology 
  • the existance of advanced technology activities in a development laboratory to complement the transferred technology
  • external pressures form competitors and markets enforcing quick adoption
  • joint programmes between technology developer and technology buyer
    • ]]>     2020-11-19 00:30:45 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939360938     1. Determing the transfer method , actors and timing b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939374541 - before a technology transfer decision is made, the maturity of evolving technologies needs to be assessed prior to incorporating the technology of interest into a system or sub-system

    - once the decision is made to transfer a technology, there are number of possible methods can be used, informal and formal

    - informal process = technical infomation exchange through published material,in the form of printed or electronic media,meetings,symposia, individual exchanges or reverse engineering 

    -formal process = based on legal arrangements between the participants in the transfer process]]>     2020-11-19 00:37:18 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939374541     2. Pre-transfer activities b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939374846 - formal technology transfer relies on legal documentation , a contract including binding conditions on what will be transferred, between whom,when, how and for what price
    - the pre-transfer should consider all inputs ans make a procurement plan accordingly]]>     2020-11-19 00:37:27 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939374846     3. Transfer activities b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939375196 - physical installation and adjustments take place mainly before the transfer process starts
    - tests are carried out at different levels and depending on the results,new sets or arrangements are undertaken
    - transfer include tangible as well intangible knowledge ]]>     2020-11-19 00:37:37 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939375196     4. Evalutions and improvements b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939375435 - when the full production starts,feedback starts to flow either from internal production departments or from markets/ customers, which creates another round of evaluation and improvement activity

    - there are difficulties in measuring the success of the technology transfer ]]>     2020-11-19 00:37:43 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939375435     b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939378414 Modes :
    1. Over-the-wall mode
    2. Receivers-as-concultants mode
    3. Team mode
    4. Apperenticeship mode 
    ]]>     2020-11-19 00:39:03 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939378414     b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939380069 communication must be formal and informal and should be :
    - introducing new products from the development lab to the production floor
    - providing the optimum level of documentation on existing products
    - becoming multilingual,fluent in the language of customers,marketers,
    engineers and designers
    - facilitation orderly and cost-effective changes to products now in production]]>     2020-11-19 00:39:48 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939380069     b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939380453 the evaluation must be carries out in any combination of the following effectiveness dimensions :
    1. benefits
    2. system
    3. availability
    4. capability
    5. supply]]>     2020-11-19 00:39:58 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939380453     6.5 Utilization b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939382119 2020-11-19 00:40:48 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939382119 Technology utilization b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939385773 Definition :
    technology utilization might  be considered in the lines of re-engineering and total quality management (TQM), since the goal is either maintance or continuous improvement of the use of existing technologies]]>     2020-11-19 00:42:30 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939385773     Utilization Process b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939386091 1. Measure technology utilization / performance
    2. Identify prioroties and develop a business case to improve utilization
    3. Implement changes]]>     2020-11-19 00:42:38 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939386091     1. Measure technology utilization / performance b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939389332 - in the short term = technology may have a sustantial but far less visible impact on the business 
    - in the long term = the firm may have a better product , with broader international application,based on shared new core technologies, providing the foundation for a new generation of protitable, standardized products]]>     2020-11-19 00:44:09 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939389332     2. identify prioroties and develop a business case to improve utilization b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939389477 2020-11-19 00:44:14 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939389477 3. Implement changes b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939389603 2020-11-19 00:44:18 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939389603 b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939391866 1. Reliability 
    - is centred on the frequency of breakdowns
    2. Maintainability
    - is focused on the time og breakdowns
    3. Availability 
    - is the consequence of reliability and maintainability . it is measured by the proportion of time during which a product is effectively available for operational use]]>     2020-11-19 00:45:26 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939391866     b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939392018  -improvement projects similar to new product or process projects and need to be implemented following approaches similar to those R&D management

    - improvement performance require the management of a wide range of issues, including ideas, technologies, culture and organization change 

    - learning and change management become indispensable parts of the implementation process]]>     2020-11-19 00:45:30 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939392018     b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939393764 the reason why companies end up with different technologies :
    - the specialized needs of one lines of products drive improvements in other lines
    - partial investments/installations
    - different standards of technologies]]>     2020-11-19 00:46:21 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939393764     b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939395214 in the input-process-output model :
    - input 
    = measures are the time and required, such as people or information technology
    -process
    = measures ate indicators of efficiency of the innovation process within an organization,such as the time required to bring a innovation to market
    -output
    = measures are directly related to the commercial impact of innovations, such as revenues generated by a new service or product]]>     2020-11-19 00:47:04 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939395214     b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939395422 criteria for judging the importance of potential measures :
    1. strategic importance to firm
    2. actionabillity
    3. validity
    4. appropriateness
    5. clarity
    6. cost-effectiveness]]>     2020-11-19 00:47:10 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939395422     b062010472 https://padlet.com/b062010472/chapter6exploitation/wish/939395534 benchmarking
    - the systematic comparison of organizational processes and performance to create new standards or to improve processes 
    - not just a comparative tool, it also stimulates questioning and learning ]]>     2020-11-19 00:47:15 UTC https://padlet.com/b062010472/chapter6exploitation/wish/939395534