The Experts below are selected from a list of 228036 Experts worldwide ranked by ideXlab platform
Kristian Rautiainen - One of the best experts on this subject based on the ideXlab platform.
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EUROMICRO-SEAA - Long-Term Planning of Development Efforts by Roadmapping A Model and Experiences from Small Software Companies
2009 35th Euromicro Conference on Software Engineering and Advanced Applications, 2009Co-Authors: Jarno Vähäniitty, Casper Lassenius, Kristian Rautiainen, Pasi PekkanenAbstract:Success in the software Product Business requires timely release of new Products and upgrades with proper quality and the right features. For this, a systematic approach for managing the contents, timing and roles of future Product releases as well as the Product architecture is needed. In practice, such an approach is often missing, especially in small companies, due to inexperience, unclear priorities, time-to-market pressures, or the lack of suitable process infra-structure. In this paper, we present a model to visualize Product roadmaps developed together with three small software companies and experiences from its use. The model depicts release and development schedules, the composition of individual releases, services that require attention from the developers, changes to the underlying technology and the planned resource usage. We also present lessons learned from the case companies and outline directions for future research.
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An Approach to Product Roadmapping in Small Software Product Businesses
2002Co-Authors: Jarno Vähäniitty, Casper Lassenius, Kristian RautiainenAbstract:Success in software Product Business requires the release of new Products and Product upgrades with the right amount of features and quality within an open market window. For this, a systematic approach for managing the contents, timing and roles of future Product releases as well as the Product architecture is needed. In practice, such an approach is often missing, especially in small companies, due to inexperience, unclear priorities, time-tomarket pressures, or the lack of suitable process infrastructure. In this paper, we present an approach based on Product roadmapping that can aid such companies in their Product planning. We also discuss initial experiences from using the approach in three small software companies. The Product roadmap expresses the release and development schedules, composition of individual releases, changes to the underlying technology, services requiring attention from Product development and the planned resource usage.
Casper Lassenius - One of the best experts on this subject based on the ideXlab platform.
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EUROMICRO-SEAA - Long-Term Planning of Development Efforts by Roadmapping A Model and Experiences from Small Software Companies
2009 35th Euromicro Conference on Software Engineering and Advanced Applications, 2009Co-Authors: Jarno Vähäniitty, Casper Lassenius, Kristian Rautiainen, Pasi PekkanenAbstract:Success in the software Product Business requires timely release of new Products and upgrades with proper quality and the right features. For this, a systematic approach for managing the contents, timing and roles of future Product releases as well as the Product architecture is needed. In practice, such an approach is often missing, especially in small companies, due to inexperience, unclear priorities, time-to-market pressures, or the lack of suitable process infra-structure. In this paper, we present a model to visualize Product roadmaps developed together with three small software companies and experiences from its use. The model depicts release and development schedules, the composition of individual releases, services that require attention from the developers, changes to the underlying technology and the planned resource usage. We also present lessons learned from the case companies and outline directions for future research.
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Finnish Software Product Business: Results from the national Software Industry Survey 2002
2002Co-Authors: Juhana Heitala, Markku V. J. Maula, Jussi Autere, Casper Lassenius, Erkko AutioAbstract:The software Product industry in Finland has continued to grow: in 2005 software Product revenue grew by 9.2% (21% in 2004) reaching 1.3 (1.19) billion euros. Especially the international revenue increased by 24.2% (7%) amounting to 504 (406) million euros, see the figure below. Growth was evident especially in the larger companies, which usually have international operations. In addition, the profitability of the industry improved during 2005: profitability increased from previous year’s 2.2% to 2.8%. Unfortunately, employment stayed on the last year’s level: the amount of employees in the Finnish software Product Business was 12 340 (12 400) software professionals. Moreover, the average revenue per employee was low, only 109 000 euros (111 000). However, the future expectations of the companies are optimistic, e.g. the companies are investing more into the development of new Products 41% (33%), young firms’ R&D investments have risen for the third consecutive year, and companies are planning to recruit more personnel in 2006. Furthermore, the companies have started to pay more attention to the scalability of their Business models and are investing in the future as Productization has gained more importance and offering software as a service has gained more popularity: 54% of the respondents offered Software as a Service compared to the last year’s 37%. 0 200 400 600 80
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An Approach to Product Roadmapping in Small Software Product Businesses
2002Co-Authors: Jarno Vähäniitty, Casper Lassenius, Kristian RautiainenAbstract:Success in software Product Business requires the release of new Products and Product upgrades with the right amount of features and quality within an open market window. For this, a systematic approach for managing the contents, timing and roles of future Product releases as well as the Product architecture is needed. In practice, such an approach is often missing, especially in small companies, due to inexperience, unclear priorities, time-tomarket pressures, or the lack of suitable process infrastructure. In this paper, we present an approach based on Product roadmapping that can aid such companies in their Product planning. We also discuss initial experiences from using the approach in three small software companies. The Product roadmap expresses the release and development schedules, composition of individual releases, changes to the underlying technology, services requiring attention from Product development and the planned resource usage.
Jarno Vähäniitty - One of the best experts on this subject based on the ideXlab platform.
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EUROMICRO-SEAA - Long-Term Planning of Development Efforts by Roadmapping A Model and Experiences from Small Software Companies
2009 35th Euromicro Conference on Software Engineering and Advanced Applications, 2009Co-Authors: Jarno Vähäniitty, Casper Lassenius, Kristian Rautiainen, Pasi PekkanenAbstract:Success in the software Product Business requires timely release of new Products and upgrades with proper quality and the right features. For this, a systematic approach for managing the contents, timing and roles of future Product releases as well as the Product architecture is needed. In practice, such an approach is often missing, especially in small companies, due to inexperience, unclear priorities, time-to-market pressures, or the lack of suitable process infra-structure. In this paper, we present a model to visualize Product roadmaps developed together with three small software companies and experiences from its use. The model depicts release and development schedules, the composition of individual releases, services that require attention from the developers, changes to the underlying technology and the planned resource usage. We also present lessons learned from the case companies and outline directions for future research.
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An Approach to Product Roadmapping in Small Software Product Businesses
2002Co-Authors: Jarno Vähäniitty, Casper Lassenius, Kristian RautiainenAbstract:Success in software Product Business requires the release of new Products and Product upgrades with the right amount of features and quality within an open market window. For this, a systematic approach for managing the contents, timing and roles of future Product releases as well as the Product architecture is needed. In practice, such an approach is often missing, especially in small companies, due to inexperience, unclear priorities, time-tomarket pressures, or the lack of suitable process infrastructure. In this paper, we present an approach based on Product roadmapping that can aid such companies in their Product planning. We also discuss initial experiences from using the approach in three small software companies. The Product roadmap expresses the release and development schedules, composition of individual releases, changes to the underlying technology, services requiring attention from Product development and the planned resource usage.
Jim Euchner - One of the best experts on this subject based on the ideXlab platform.
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the evolution of open innovation an interview with henry chesbrough
Research-technology Management, 2011Co-Authors: Henry Chesbrough, Jim EuchnerAbstract:Henry Chesbrough talks to James Euchner about how open innovation has evolved and expanded with the advent of open source and other models. Henry Chesbrough coined the term "open innovation" with the publication of his book by that title in 2003. Since that time, there has been a fl urry of experimentation with different styles of open innovation at companies as diverse as PG in other words, open innovation is really about both sides of the R&D market. Just as companies can look for external sources of technology, they can also become contributors to others as external sources. This, I think, is emerging, but not yet well established. I'm writing now about how all this works when we get to a services context. One of the things that I have found is that, when you start to add services to Products and technologies, you inevitably change the Business model [of the company]. So the Business model becomes a really integral part of innovation. As you get more and more of your revenue from services as opposed to traditional Products, all kinds of things change. Things that used to be bundled in with the Product for free now have a price tag associated with them. Or instead of selling the Product as a lump-sum purchase to the customer, maybe the customer rents it or leases it or has some sort of use by the unit or by the drink so that you get a recurring revenue stream over time rather than a one-time lump sum. So all of these things in the Business model start to shift when you move into the services domain. JE: I guess this is especially true if you're not already a service Business, but you're in a Product Business that's becoming more of a service Business. HC: Yes. And ironically, companies that are service Businesses often fi nd that it helps to create Products to standardize and systematize parts of their work process so they can scale more effectively. …
Sindhchai Keokitichai - One of the best experts on this subject based on the ideXlab platform.
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the empirical implementation of customer relationship management on customer satisfaction in health Product Business a case of small medium enterprise in thailand
วารสารเภสัชศาสตร์อีสาน (Isan Journal of Pharmaceutical Sciences IJPS), 2010Co-Authors: Chaiwat Kanitwaranun, Chomchin Chantaraskul, Somjate Waiyakarn, Sindhchai KeokitichaiAbstract:Currently, customer relationship management (CRM) is one of the most effective customer oriented Business strategies to strengthen relationship between customers and companies. To achieve that relationship, customer satisfaction is the initial outcome of CRM. Not only service market, but health Product Business is also a candidate to use CRM as a Business driver. Health Products are popular and the trend of sale is growing up day by day. The objectives of this study were to explore the empirical implementation of CRM in health Product Business and to identify the tactical approaches of CRM to achieve customer satisfaction. Literatures were reviewed and expert interviews were performed to get the initial CRM conceptual framework. Payne and Frowus framework was a theoretical guide. A new company, namely Greenie Health (Thailand), was established. Products, sold in the company, were focused on health Products. The way of implementing and running the company was strictly complied with the five processes of Payne and Frowus framework. Strategy development and value creation were established. Multichannel integration was executed and marketing activities, such as newsletter, seminar, and call center, were directed to the Greenie member and focused on key values of company, Product benefits, and member benefits as well as rewards. Information management had been created and operated to support CRM execution. Lastly, performance assessment was evaluated to ensure the implementation in line with the plan. Participant observation and customer interviews, to understand customer insight, were performed. The results showed that the key drivers to enhance customer satisfaction were perceived quality of the Product value, effective communication in multichannel integration, loyalty campaign - such as seminar or workshop, and special service. Attractive contact point was face-to-face contact, including booth exhibition, workshop, shop and sales force. To accomplish successful CRM implementation, the company must start with strategy development and keep focusing on value. Nevertheless, Intervention period and budget or Business investment, especially in small and medium enterprise, were the constraints in this study. In practice, other marketing strategies should be run parallel with CRM to synergize and enhance Business outcomes.