Abstract
A global firm's success is conditioned by its ability to manage the system of intangible corporate assets (corporate culture, corporate identity, and information system) and intangible product assets (product design, brand equity and pre/after-sales services). Corporate imitation and innovation processes are a primary condition to compete in global markets and entail identifying and proposing design management products with 'new' features that change over time and space. Product design defines the functions that qualify a product or service to identify and organise the distinctive specifications of the firm’s offer, and develop goods and services based on the analysis of competition and demand needs (customer satisfaction). Competitive design management can be oriented towards different forms of flexible production (The Fourth Industrial Revolution), specifically related to products based on planned obsolescence, total quality, or a rigid competitive philosophy of zero defects.
Highlights
Global markets have radically changed the temporal and spatial competitive landscapes, creating new frontiers for competition and relationships
Globalisation requires firms to have a wide range of spaces and objects at their disposal for benchmarking (Brondoni, 2008; 2011), simultaneously presupposing a network structure and information system consistent with very short-term decisionmaking, in other words, the basis of the 4th industrial revolution
Imitation and innovation processes have become a primary condition to compete in global markets where the flexible design management of products is closely linked to production and market research (Rieple et al, 2012; Brondoni, 2012)
Summary
Design management focused on total quality refers to an engineering design method used to enhance quality and productivity in organisations. Design management focused on total quality allowed Japanese industries to become a dominant force in international markets by the 1970s (Takeuchi, 1981). Japanese corporations such as Toyota, Fuji, and Sony rapidly attained great and growing success. Japanese corporations introduced the new total quality approach focused on a vision of international design product engineering. The manufacturing industry implemented new technologies on products According to this new vision linked to the growth of primary demand for goods through innovation, large US companies, starting with General Electric, began to invest in R&D with the mission to produce and design “the best thing”, and at the same time, design ways to make previous products useless (Reichwald & Bullinger, 2008). As components become unavailable from original equipment manufacturers and their authorised distributors, the pressure on those supporting products with a long in-service life to source devices and equipment from unofficial sources inevitably creates demand, which can be filled by the counterfeit component industry
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