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Auflistung nach Schlagwort "Product development"

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  • Zeitschriftenartikel
    Co-Creation in Virtual Reality: Immersion als Treiber des Kundenerlebnisses
    (HMD Praxis der Wirtschaftsinformatik: Vol. 59, No. 1, 2022) Mütterlein, Joschka; Berger, Benedikt; Matt, Christian; Stirner, Anne; Hess, Thomas
    Zur Entwicklung neuer Produkte und Dienste binden Unternehmen immer häufiger Kundinnen und Kunden in ihre Innovationsprozesse ein. Virtual Reality verspricht für dieses als Co-Creation bezeichnetes Vorgehen viele Vorteile. So können Kundinnen und Kunden z. B. ein virtuelles Produktabbild untersuchen und anpassen, bevor das Produkt tatsächlich produziert wird. Es ist bislang jedoch unklar, wie sich der Einsatz von Virtual Reality auf das Co-Creation-Erlebnis der Kundinnen und Kunden auswirkt, welches entscheidend für das Ergebnis eines Co-Creation-Prozesses ist. Eine besondere Rolle fällt hierbei der Immersion als das Eintauchen in eine virtuelle Aufgabe und Schlüsseleigenschaft von VR zu. Dieser Artikel beschreibt die Ergebnisse einer Laborstudie, in der die Teilnehmenden ein neuartiges Hotelzimmerdesign in einer speziellen Virtual Reality-Anwendung entworfen haben. Die Ergebnisse zeigen, dass Immersion starke und signifikant positive Effekte auf das Co-Creation-Erlebnis der Kundinnen und Kunden hat, was sich in ihrem Vergnügen, ihrer Handlungskompetenz und ihrer Autonomie ausdrückt. Zusätzlich zeigen unsere Ergebnisse, dass Vergnügen und Autonomie zur Zufriedenheit mit dem Co-Creation-Prozess beitragen, Handlungskompetenz jedoch nicht. Schließlich identifizierten wir Interaktivität und Telepräsenz als Haupttreiber der Immersion. Unsere Ergebnisse haben wichtige Implikationen für Unternehmen, die versuchen, Kundinnen und Kunden in Innovationsprozesse und speziell in die Entwicklung neuer Produkte und Dienste zu integrieren. Während Virtual Reality diese Prozesse grundsätzlich bereichern kann, sollten Unternehmen darauf achten, dass die Virtual Reality-Anwendung besonders interaktiv ist. Außerdem sollte das Co-Creation-Erlebnis so angenehm wie möglich sein und den Kundinnen und Kunden eine hohe Autonomie bei der Entwicklung und Gestaltung neuer Produkte und Dienste einräumen. Virtual reality promises to provide many advantages for co-creation processes, e.g., modeling a virtual representation of a product that customers can precisely examine and adapt before the product is actually produced. However, it is unclear how employing VR affects customers’ co-creation experience, which has been shown to be decisive for co-creation outcomes. Focusing on immersion, the state of being exclusively concentrated on a virtual task, as a key characteristic of VR, we conducted a laboratory study in which participants created a novel hotel room design using a tailored VR application. The results show that immersion has strong and significantly positive effects on customers’ co-creation experience, resembled by enjoyment, competence, and autonomy. Additionally, our results show that enjoyment and autonomy contribute to customers’ satisfaction with a co-creation task, but we do not find similar effects of competence. Finally, we identified interactivity and telepresence as main drivers of immersion. Our results have important implications for companies seeking to integrate customers in innovation processes and specifically in the development of new products and services. While VR poses the opportunity to generally enhance these processes, companies should make sure that the VR application is particularly interactive. Furthermore, customers’ co-creation experience should be as enjoyable as possible and provide customers with great autonomy in developing and designing new products and services.
  • Zeitschriftenartikel
    Offerings That are "Ever-in-the-Making"?
    (Business & Information Systems Engineering: Vol. 64, No. 1, 2022) Lehmann, Julian; Recker, Jan
    Digital ventures are entrepreneurial young firms that introduce new digital artifacts that are "ever-incomplete" and "perpetually-in-the-making" onto the market. The study examines how six digital ventures continued to develop their digital market offerings post launch. Three key designing mechanisms are identified that explain continuous post-launch product development in digital ventures: deploying complementary digital objects, architectural amplification, and porting. The study discusses how these mechanisms advance our understanding of how digital technologies change entrepreneurial processes and outcomes.
  • Konferenzbeitrag
    The RIGHT Model for Continuous Experimentation
    (Software Engineering 2017, 2017) Münch, Jürgen; Fagerholm, Fabian; Guinea, Alejandro Sanchez; Mäenpää, Hanna
    Due to rapidly changing technologies and business contexts, many products and services are developed under high uncertainties. It is often impossible to predict customer behaviors and outcomes upfront. Therefore, product and service developers must continuously find out what customers want, requiring a more experimental mode of management and appropriate support for continuously conducting experiments. We have analytically derived an initial model for continuous experimentation from prior work and matched it against empirical case study findings from two startup companies. We examined the preconditions for setting up an experimentation system for continuous customer experiments. The resulting RIGHT model for Continuous Experimentation (Rapid Itera- tive value creation Gained through High-frequency Testing) illustrates the building blocks required for such a system and the necessary infrastructure. The major findings are that a suitable experi- mentation system requires the ability to design, manage, and conduct experiments, create so-called minimum viable products or features, link experiment results with a product roadmap, and manage a flexible business strategy. The main challenges are proper, rapid design of experiments, advanced instrumentation of software to collect, analyse, and store relevant data, and integration of experiment results in the product development cycle, software development process, and business strategy.