Impact Of Product Development Research Articles

PEMANFAATAN TEKNOLOGI DALAM PENGEMBANGAN PRODUK TABUNGAN DAN PENGARUHNYA TERHADAP PENINGKATAN NASABAH PADA PT. BANK SYARIAH INDONESIA KC ACEH

Bank Syariah Indonesia’s product development entails the application of technology to the creation of product features for Wadiah and Mudharabah savings products, particularly the online account opening method. The purpose of this study was to establish the form of product feature development implemented by Bank Syariah Indonesia KC Aceh, as well as the impact of product development on client acquisition. This research use descriptive qualitative methodology. According to the findings of the study, Bank Syariah Indonesia’s product development may be categorized as modification and growth of product lines and complementary items. The results also indicate that the creation of this product was successful, as evidenced by the increase in the number of new Bank Syariah Indonesia clients who take advantage of the product's new features. In the first year after the launch of this feature in 2020, the number of customers increased by 15,992 or 96.58% compared to the previous year's total of 8,135 clients. This demonstrates that the usage of technology in Bank Syariah Indonesia’s product development has a favorable influence on customer growth.

Pengaruh Pengembangan Produk dan Harga terhadap Volume Penjualan di PT. Aria Cipta Perkasa

The purpose of this study was to study the effect of product development and price on sales volume at PT Aria Cipta Perkasa. This type of research is field research. The data used is secondary data. Secondary data were obtained based on sales record and documented evidence. In this study the sampling technique was using purposive sampling technique. From the data processing results are obtained a linear linear regression with the equation Y = 224,668 + 43,385X1 - 1,779X2. The impact of product development and price on sales volume was 80.7%. Based on the results of the product development t-test 0.011 < 0.05 is significant, meaning that the product development variable is significantly affecting the sales volume. The value variable has a value proportionality of 0.074> 0.05 which is not significant, meaning that the price variable has no significant relationship with sales volume. The results of the F-test indicate that the probability of 0.003 <0.05 means that product development and price are simultaneous or jointly influenced by sales volume in PT Aria Cipta Perkasa.

Innovation strategy beyond the COVID-19 pandemic: the role of trust under disruptive technology

PurposeThis paper aims to understand how firms promote innovation under disruptive technology by exploring the role of trust and risk-taking behaviour in enhancing product development towards competitive advantage.Design/methodology/approachThis study proposes a structural equation model that entails seven hypotheses for the constructs and their relationship with support from the previous literature. The empirical analysis involves a survey of the 390 small firms in Indonesia to generate four scenarios following the COVID-19 pandemic.FindingsThe evidence indicates that trust allows the firms to take a risk for new product development, which is, in turn, help to achieve their competitive advantage. However, the impact of product development on competitive advantage varies depending on the capability of the firms to deal with the information technological turbulence.Research limitations/implicationsThis study adopted the concept of trust at the organisational level and did not cover the concept of trust at the family and community levels. Secondly, this study focusses on small and medium-sized enterprises as unit analysis during the COVID-19 pandemic. The results depend on the subject of study, which could be different from the normal condition.Practical implicationsThis study provides four scenarios of foresight innovation strategy, which allow the firms to deal with various plausible futures. The proposed model devise strategies to prepare a strategy in the face of uncertainty. The findings encourage the firms to cultivate trust from their business partners to create innovation.Originality/valueThis study extends the discussion on how innovativeness leads to firm competitive advantage by examining the role of trust and risk-taking behaviour in product development under information technological turbulence. The results confirm the integration between social capital theory and the contingency approach.

Impact of Product Development and Innovation on Organisational Performance

In today’s global market, businesses are faced with intensive competition and in order to obtain a sustainable competitive advantage, they have to adopt processes and system for development of their new products, as well as the improvement of the existing products through innovation. This study was designed to investigate the relationship between organizational performance and product development by innovation. The data was collected from the marketing managers, operation managers and those managers who have been involving greatly in product development and innovation process. A total of 185 useable questionnaires were completed though research sample of 120 firms in Nigeria. The result of the study were interpreted using Likert model and SPSS package for the analysis of some appropriate statistical methods such as factor analysis, regression, and reliability analysis. The findings show that the impact of product development on organizational performance was higher in Nigeria when consumers perceive product innovation as stronger, more favorable and more unique. Creativity/quality of the innovation process exert a positive influence on product development and organizational performance. To literature, the study has supported previous studies on product development and performance especially in developing economies such as Nigeria, Malaysia, Ghana, and among others. Therefore, it was recommended that creative/quality innovations should be maintained continuously to develop appropriate product continually.

Will Our Training Programs Meet the Challenges of Increasingly Complex Endovascular Aortic Surgery?

It has been more than 2 decades since endovascular therapies appeared for the treatment of vascular disease. With each new enhancement in a therapeutic approach has come the demand for training to assure competence in the clinical setting. In the early days when the technology was relatively simple, training within the specific specialty through established training programs (eg, residencies, fellowships) was effective. However, today's endovascular treatment of complex aortic disease, as well as other vascular pathologies, is presenting demands that the current system cannot meet. New technologies will demand multispecialty collaboration, so current training programs must be altered if we are to meet the demands in education for future aortic interventions. This personal perspective reviews the evolution of endovascular therapy and the impact of product development's changing landscape on training. A new training paradigm must concentrate on centers of excellence with maximum flexibility to meet the needs and demands of our young trainees. It is vital that this approach be global, disease-focused, and linked to developments in epigenomics.

Impact of product development and innovation on market share

This study was conducted to identify the relationships between increase in market share through product development and innovation. Many studies have been done on the concept of product development and innovation and much of what has been written tends to discuss this concept as a veritable tool for improving the life cycle of a product without substantial relation to market share enhancement. The population from where samples (respondents) were drawn included product developers, marketers, advertising practitioners, and salespersons in organisations and direct sellers of commodities. There was need to visit the salespersons of organisations and direct sellers so as to ascertain if motivation existed in selling, and if selling more arises from the introduction of a new product or new uses for a product. Direct sellers were interviewed to ascertain if there was any correlation between higher profits and the introduction of a new product and/or new uses for a product. Questionnaires, interviews and direct observation (when new products are brought to the attention of direct sellers and salespersons) were the techniques used for data collection in this study. Direct sellers were observed to underscore their joys and/or disappointment at new products. The results of the survey were interpreted using the Likert model through SPSS analysis, as it is the case with this type of investigative research. Also, recommendations and conclusions were made based on the findings, and conclusions were drawn highlighting the main issues of the study.

Recent and future trends in cost estimation

Increasingly keen competition and the demand for shorter times to market are driving innovative approaches within the product creation process. When considering the factors that decide the success of a product in the market today, it becomes clear that cost is as crucial as quality and functionality. This paper gives an overview of the state of the art and future trends in the field of cost estimation. First, a short overview of the relevant terms from the field of cost accounting is given. The impact of product development on costs is elaborated and the requirements for a cost calculation model are outlined. The currently prevailing methodological approaches for cost estimation in the product development process are set out and classified in the scientific context with a schema being introduced to reduce the vast number of methods to a single basic structure. Finally, various methods for cost estimation are set out and their shortcomings summarized. This paper aims at building a foundation for future research in the field of cost estimation and ends with a look at future work.

A method for assessing the impact of product development on the company

Because of competitiveness, the problem of product and production system developments is becoming increasingly current. From the point of view of products and production systems, companies must have tools to redesign, analyse, choose and manage their developments. After analysing which tools and methods exist in the scientific literature, we present in this paper a general method for assessing the impact of product development on the company. This method can be applied for each criterion that the company wants to analyse (delay, cost, organization, resources, quality, etc); we choose here the delay criterion. The method features four steps. The first step aims to characterize the case study by representing it with generic parameters. The second step offers the construction of a matrix model (called a static model) in order to categorize the product developments. The third step proposes the construction of a Temporized Coloured Petri Net model (called a dynamic model) and the fourth step simulates this model in order to obtain the expected result: the assessment of impact of the product development. At the end of the paper, we propose a case study on a roller tapered bearing manufacturer-- the Timken company.

Company competencies as a network: the role of product development

Product development managers and academics like to assure themselves and each other that new product development is one of the most critical areas of company competence and contributes positively to company success. But does top management agree? Because if they do not, the consequences will heavily influence the resource allocation to product development and career possibilities of new product developments manager. This study examines how top managers view the importance of product development relative to other central competence areas. Although asking managers about their perception is one way of evaluating the importance, its contribution to company success is another important measure. In this study, the impact of product development, relative to other important competence areas, is measured to assess further how critical product development is for overall company success. The authors investigate these matters in a survey of top managers in 513 Danish production companies. Ten areas important for achieving company objectives are identified. These are product development, market intelligence, production management, strategy and vision, sales, market responsiveness, promotion, internal co-operation, image, and supply management. Product development is rated a fairly important competence as it ranks number four, with sales, market responsiveness, and production management ranking numbers one to three. Yet a distressing negative impact on overall company success is found for product development proficiency, whereas success is positively related to production management, image, and differentiation of products. Further analysis reveals that product development contributes positively to success by enabling product differentiation and enhancing promotion proficiency. Influenced by and influencing many other competencies, product development is found to be a central competence. Results support a nonfunctional and broad perspective of how bundles of competences interact and impact on success and establish a positive overall contribution to product development.

Company Competencies as a Network: The Role of Product Development

Product development managers and academics like to assure themselves and each other that new product development is one of the most critical areas of company competence and contributes positively to company success. But does top management agree? Because if they do not, the consequences will heavily influence the resource allocation to product development and career possibilities of new product developments manager. This study examines how top managers view the importance of product development relative to other central competence areas. Although asking managers about their perception is one way of evaluating the importance, its contribution to company success is another important measure. In this study, the impact of product development, relative to other important competence areas, is measured to assess further how critical product development is for overall company success.The authors investigate these matters in a survey of top managers in 513 Danish production companies. Ten areas important for achieving company objectives are identified. These are product development, market intelligence, production management, strategy and vision, sales, market responsiveness, promotion, internal co‐operation, image, and supply management. Product development is rated a fairly important competence as it ranks number four, with sales, market responsiveness, and production management ranking numbers one to three. Yet a distressing negative impact on overall company success is found for product development proficiency, whereas success is positively related to production management, image, and differentiation of products. Further analysis reveals that product development contributes positively to success by enabling product differentiation and enhancing promotion proficiency. Influenced by and influencing many other competencies, product development is found to be a central competence.Results support a nonfunctional and broad perspective of how bundles of competences interact and impact on success and establish a positive overall contribution to product development.