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Systematic Chasing for Economic Success: An Innovation Management Approach for German SME's in Drive Technology Business

:	Thomas Kamps
:	Systematic Chasing for Economic Success: An Innovation Management Approach for German SME's in Drive Technology Business
:	Anchor Academic Publishing
:	9783954895458
:	1
:	CHF 40.10
:

:	Management
:	English

:	120
:	kein Kopierschutz/DRM
:	PC/MAC/eReader/Tablet
:	PDF

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.

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 Eng

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.

	Systematic Chasing for Economic Success: An Innovation Management Approach for German SME's in Drive Technology Business	1
	Table of Contents	3
	List of Figures	5
	List of Tables	8
	1 Introduction	11
	1.1 Problem description	12
	1.2 Focus	12
	1.3 Research method and proceedings	12
	2 Drive technology industry, economic relations and structure	14
	2.1 German mechanical engineering industry	14
	2.2 German drive technology industry	16
	2.3 Company structures	18
	2.3.1 Drive technology industry in general	18
	2.3.2 Example ball bearing companies	21
	2.4 Conclusions for German drive technology industry	23
	3 Strategies for SME's in drive technology industry	25
	3.1 Options for competitive advantage	25
	3.1.1 General overview	25
	3.1.2 Competitive products	28
	3.1.2.1 Cost leadership	28
	3.1.2.2 Differentiation	29
	3.1.2.3 Generic strategies	31
	3,1,2,4 General remarks	32
	3.1.2.5 Product-market growth strategies	33
	3.1.3 Selection of a strategy for SME's in German drive technology industry	34
	3.1.3.1 Assessment of strategies	35
	3.1.3.2 Conclusion for selected strategy	38
	3.1.3.3 Practical experience for SME's with selected strategy	39
	4 Innovation Management Process for SME's	47
	4.1 Basics of innovation management	47
	4.1.1 General remarks	47
	4.1.2 Innovation process	49
	4.1.3 Interactions with other processes	52
	4.1.4 Conclusions for the innovation management process	55
	4.2 Main approach of innovation management for SME's	56
	5 Idea management	58
	5.1 Methods for idea creation inside SME's	59
	5.2 Methods for idea creation outside SME's	63
	5.3 Proposal for assessment of ideas	65
	6 Project management	68
	7 Innovation controlling	70
	7.1 Internal view of Enterprises to Innovations	70
	7.1.1 Approaches for accounting of innovation projects	72
	7.1.2 Key data for innovations	73
	7.2 Innovations in the scope of GCC	75
	7.3 Proposal for innovation success calculation	76
	8 Patent management	78
	8.1 Assessment of values	79
	8.2 Assessment for patent application	81
	8.2.1 Necessity of patents	81
	8.2.2 Proposal for patent management in SME's	83
	9 Summary	86
	10 Conclusion	87
	11 Appendix	89
	11.1 Principals of the used statistics	89
	11.1.1 Multivariate methods for the analysis	89
	11.1.2 Specific values	91
	11.1.2.1 Frequency distribution	91
	11.1.2.2 Position	92
	11.1.2.3 Variation	92
	11.1.2.4 Relations	93
	11.1.3 Multiple linear regression	94
	11.2 Detailed regression analysis of mechanical engineering industry	99
	11.3 Detailed regression analysis of drive technology industry	101
	11.4 Data of ball bearing companies	103
	11.5 Innovation Success Calculation Sheet	104
	11.6 Innovation management process for SME's	105
	Literature	106