Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: As Spar began to grow, its stores became increasingly proactive resulting in the better SPAR stores wanting to compete and to expand but being frustrated by their many conservative SPAR retail colleagues. In order to increase effectiveness and competitive advantage, SPAR had to consider a new approach. This came in the form of Category Management and the extent to which it would be understood, evaluated and implemented. SPAR was being forced to do things in different ways. Many consumer packaged goods companies believe that Category Management is the "new way". These companies are expanding great amounts of energy and cash to be the player in the category management arena. Category Management is regarded as a process that involves managing product categories as business units and customizing them on a store-by-store basis to satisfy customer needs. The ideal in this process is to identify the optimal mix and stock each store with specific products customers wish to purchase. In simple terms, Category Management can be identified as the process of bringing the right product to the consumer at the right time and price. As a discipline, this process is in its infancy within the boarders of South Africa. The scope of the study is to introduce the Spar model for implementing Category Management into the voluntary trading environment. The biggest challenge identified is that if a robust analysis process is not undertaken by SPAR, the actions of going forward would be insufficient to develop clear Category Management strategies which could be included in the overall business strategy. Without successful analysis, SPAR will not be able to transform itself successfully. Organizationally, culturally, and technically, Category Management is fundamentally different to what has gone before. Many facets of the SPAR business have to change in a relatively short space of time for Category Management to work. Category Management helps establish new strategic intents and plans. It is a go-to market strategy that, when adopted within an organization, sets the tone and direction for all strategic and tactical decisions. The Category Management process is consumer focused and is the most effective and efficient means whereby the retailer and its suppliers can together generate value for their end customer. / AFRIKAANSE OPSOMMING: Namate SPAR begin groei het, het sy winkels toenemend proaktief begin word, wat daartoe gelei het dat die beste SPAR-winkels wou meeding en uitbrei, maar deur hul talle konserwatiewe SPAR-kleinhandelskollegas gedwarsboom is. Ten einde doeltreffendheid en mededingende voordeel te verhoog, moes SPAR 'n nuwe benadering oorweeg. Dit het die vorm van Kategoriebestuur en die mate waarin dit verstaan, geëvalueer en geïmplementeer sou word, aangeneem. SPAR is genoodsaak om dinge anders te doen. Baie maatskappye wat verpakte verbruikersgoedere verkoop, is van mening dat Kategoriebestuur die "nuwe rigting" is. Hierdie maatskappye bestee groot hoeveelhede energie en kontant om dié speler in die kategoriebestuursarena te wees. Kategoriebestuur word beskou as 'n proses wat behels dat produkkategorieë as sake-eenhede bestuur word wat op 'n winkelgrondslag pasgemaak word ten einde in kliëntebehoeftes te voorsien. Die doelwit van hierdie proses is om die optimale mengsel te identifiseer en elke winkel te bevoorraad met bepaalde produkte wat kliënte wil koop. In eenvoudige terme kan Kategoriebestuur omskryf word as die proses om die regte produk op die regte tyd en teen die regte prys aan die verbruiker te bied. As 'n dissipline staan hierdie proses in sy kinderskoene binne die grense van Suid-Afrika. Die omvang van die studie is om die SPAR-model bekend te stel vir die implementering van Kategoriebestuur in die vrywillige handelsomgewing. Die grootste uitdaging is dan indien SPAR nie 'n deeglike ontledingsproses onderneem nie, die aksies vorentoe nie voldoende sal wees om duidelike Kategoriebestuurstrategieë te formuleer wat in die algehele sakestrategie ingesluit kan word nie. Sonder 'n suksesvolle ontleding sal SPAR homself nie suksesvol kan transformeer nie. Organisatories, kultureel en tegnies verskil Kategoriebestuur fundamenteel van dit wat voorheen gegeld het. Vir Kategoriebestuur om te werk, sal talle fasette van die SPAR-onderneming in 'n betreklik kort tydjie moet verander. Kategoriebestuur dra by tot die formulering van nuwe strategiese doelwitte en planne. Dit is 'n bemarkingstrategie wat, indien dit binne 'n organisasie gevolg word, die toon en rigting vir alle strategiese en taktiese besluite aangee. Die Kategoriebestuursproses is verbruikersgerig en is die doeltreffendste wyse waarop die kleinhandelaar en sy produkverskaffers tesame waarde vir hul eindkliënt kan genereer.

Early systems engineering and requirements definition requires quantitative information about potential solutions prior to having sufficient information or time to develop detailed models. This research develops and demonstrates a transparent and repeatable process for rapidly creating quantitative models that leverage existing expert knowledge. This process is built upon established modeling frameworks and current literature for low fidelity modeling and hierarchical expert-based methods. The process includes system definition using interactive morphological analysis and gathering information from subject-matter experts with computer-based interfaces in order to create a series of linear performance models. Available volunteers provided data for a relevant aerospace design to test the process as a whole and several hypotheses about specific methodological decisions made during the development. The collected data was analyzed for similarity among participants and for similarity to model parameters of an existing trusted truth model. The results of the analysis demonstrated the ability for expert-based models to accurately match the behavior of the truth models and of historical data.

Thesis (M.B.A. (Rhodes Investec Business School)) - Rhodes University, 2009. / A dissertation submitted in partial fulfilment of the requirements for the degree of Master of Business Administration (MBA)

In today's competitive business, information technology (IT) is undoubtedly an irreplaceable part of the business. Introducing different types of IT within companies is almost always proceed in a project form. Today, there are well-developed strategies, models and tools for a project manager to use for IT projects, but in spite of that, previous research points to a relatively high error rate. But what do you really mean by a successful and failed IT project? In fact, specific IT projects are often limited to being assessed and followed up only against three parameters: time, budget and results, but fail to follow up on the expected business benefit that may affect the impact targets (impact targets are the objectives that specify the effect of the project expected to give). If the follow-up is not implemented, an uncertainty is created and the expected effects that IT projects will generate are lost.   Another factor in the problem of previous research in IT projects has been found in the perspective of the user. Those who run and manage IT projects must take into account the user's real IT system challenges to optimize the usage. Looking at the specific ease of use of system implementation, the existing literature indicates that it is the biggest challenge in IT projects. Users can resist using the system, which can cause more problems than that the IT project's performance goals are not achieved. Many reasons and factors for failed IT projects are not yet identified.   The purpose of the study is to identify success factors and obstacles to the effective deployment and use of a new product management system within Fashion Retail. The study has been conducted as a qualitative study where a Fashion Retail Company was studied. The Company is considered relevant to the study as they currently carry out one of the largest IT investments in recent years. The Company will introduce a new product management system for two different concepts. The study results in three concrete success factors as well as an identified area where obstacles arise.   Three success factors: • The project management strategy Practical Project Management (PPS) Parallel with a change-friendly climate, creates an optimistic view of the introduction of the Product Management System, as well as releasing time to the project manager to eliminate any obstacles along the way. • Having users of the Product Management System in most phases through IT projects enhances and optimizes user-friendliness. • Let the supplier be seen and treated as a participant in the projects, it can free up time and improving communication between customer and supplier.  Area of Obstacles: An important but out-priority activity in IT projects (mostly due to lack of time) is to follow up and learn between projects as project managers. Here you lose important information and knowledge. How to identify success if follow-up does not happen? In an industry like Fashion Retail, characterized by major seasonal variations, high availability and external factors such as environmental and social responsibility, you depend on IT to share the information. If follow-up is more frequent and carefully, IT projects can be streamlined on time, but also economically with routines and the right actors.

Da Gama Textiles, based in the Eastern Cape has seen its sales of Jacquard products being affected in recent years by cheaper imported products. A study was required to enable its senior management to develop a branding strategy for its Jacquard products. In addition, senior managers required information about how to take advantage of the 2010 World Cup. Data collection was conducted in July to September 2009, using two population groups. The first one was bed and breakfast managers in KwaZulu-Natal, with the second one being top ten Jacquard customers by volume in South Africa. Results showed that awareness levels for Da Gama’s Jacquard products are low, although more than half of respondents would be willing to receive literature from Da Gama in the future relating to Jacquard products. Among the top ten customers, loyalty levels were found to be high, however customers were not satisfied with Da Gama’s price levels and felt that designs and delivery lead times could be improved. A suggested branding strategy was drafted, targeting both population groups. A strategy to build brand awareness and brand loyalty levels was suggested for bed and breakfast managers, while a strategy to improve brand loyalty levels was suggested for the top ten customers. / Business Administration / M. Tech. (Business Administration)

Com base na relevância dos estudos da inovação como elemento que contribui para o desenvolvimento econômico e na teoria da Visão Baseada em Recursos, que apresenta os recursos estratégicos da firma como uma fonte para obter vantagens competitivas, este trabalho tem como objetivo principal investigar as inovações em produtos pela perspectiva da Visão Baseada em Recursos, especificamente nas microcervejarias do Rio Grande do Sul. O método selecionado foi a pesquisa qualitativa exploratória e descritiva com estratégia de estudo de caso e método de coleta de dados por meio de entrevistas semiestruturadas, aplicada aos gestores das microcervejarias que tiveram o reconhecimento dos seus produtos em premiações nacionais ou internacionais. A análise de dados se deu pela interpretação das transcrições das entrevistas. A categorização foi estabelecida previamente para atender a três objetivos específicos propostos: identificar as inovações em produtos nas microcervejarias do Rio Grande do Sul; identificar os recursos explorados pelas microcervejarias que geram a inovação; e, identificar os recursos que têm potencial para gerar vantagem competitiva sustentável. Como resultado, foi possível identificar as inovações em produtos na embalagem, quantidade de envaze e no que tange a cor, a textura, o aroma e o sabor, dentro dos estilos das cervejas produzidas. Foram identificados como recursos físicos para a inovação em produto a localização geográfica, o acesso à matéria-prima, a estrutura fabril e o laboratório cervejeiro. Os recursos humanos aparecem no processo de desenvolvimento dos novos produtos na forma de troca de experiências entre funcionários e sócios, cursos técnicos e a troca de experiência com mestres cervejeiros e demais colaboradores de empresas parceiras, incluindo outras microcervejarias. Como recursos organizacionais identificados estão a relação entre grupos da firma com o ambiente externo. Quanto aos recursos financeiros destaca-se o planejamento ligado à aquisição de recurso físico, em especial para a compra de matéria-prima, como facilitador da inovação. Os recursos que passaram pelo modelo VRIO e que geram a inovação em produto com características imperfeitamente imitáveis apontados pelos entrevistados são os recursos organizacionais e humanos. A ação de interação entre as microcervejarias é baseada em conhecimentos tácitos e ocorre de forma informal. A característica dos recursos organizacionais identificados usa a estratégia para a criação de novos produtos que podem gerar vantagem competitiva sustentável, apoiada nas redes de inovação e na reputação do produto frente aos canais de distribuição. / Submitted by Ana Guimarães Pereira (agpereir@ucs.br) on 2016-09-12T14:14:11Z No. of bitstreams: 1 Dissertacao Greice Daniela Back.pdf: 1921749 bytes, checksum: ea0004c000f22adc0aa9e85960d6a1b0 (MD5) / Made available in DSpace on 2016-09-12T14:14:11Z (GMT). No. of bitstreams: 1 Dissertacao Greice Daniela Back.pdf: 1921749 bytes, checksum: ea0004c000f22adc0aa9e85960d6a1b0 (MD5) Previous issue date: 2016-09-12 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior, CAPES. / Based on the relevance of studies of innovation as an element that contributes to economic development and the theory of Resource Based View, which presents the strategic resources of the firm as a source for competitive advantage, this paper aims to investigate the innovations in products from the perspective of Resource Based View, specifically in Rio Grande do Sul microbreweries. The selected method was the exploratory and descriptive qualitative research with case study strategy and data collection method through semistructured interviews, applied to microbreweries managers that had recognition of their products in national and international awards. Data analysis was done through the interpretation of interview transcripts. The categorization was previously established to answer the three specific objectives proposed: identify the product innovations in Rio Grande do Sul microbreweries; identify the resources explored by microbreweries that generate innovation; and identify the resources that have the potential to generate sustainable competitive advantage. As a result, it was possible to identify the product innovations in packaging, bottling and quantity when it comes to color, texture, scent and flavor within the styles of the beers produced. It was identified as physical resources in product innovation, geographic location, access to raw materials, the industrial structure and the brewing lab. Human resources appear in the development process of new products in the form of experience exchange between employees and partners, technical courses and the experience exchange with brew masters and other partner employees companies, including other microbreweries. As organizational resources identified are relationship between company groups with the external environment. As for financial resources stands out planning on the acquisition of physical resource, especially for the purchase of raw material, as a facilitator of innovation. The resources that have gone through VRIO model and that generate innovation in product with imperfectly imitable features mentioned by respondents are the organizational and human resources. The action of interaction between the microbreweries is based on tacit knowledge and occurs informally. The characteristic of the identified organizational resources uses the strategy to create new products that can generate sustainable competitive advantage, based on an open innovation and reputation of the product ahead to distribution channels.

Summary Along the development of bussines and market environment, where supply is superior to demand todays world brings also higher standards of a customer. Customers aren't willing to make any concessions or tolerate mistakes of suppliers, and still demand highest quality. Companies are exposed to big competition and searching for possibilities how to prevail on market. One of these possibilities is high quality product and service. The amount of companies, which have quality certificates proves how important is to have good reliable product. The product and service quality became an important rival factor and often evenly matched, or even more important then price. Graduation theses is concerning area of a management quality as a tool for upgrading efficiency of a company and quality management with the purpose to gain and maintain customers satisfaction. The objective of this theses is to evaluate actual situation of quality management and to propose general changes in managing, leading to create quality system which enables acquirement of the quality certificate. To achieve objective of this theses, an analyses of current management in a certain company was elaborated. On the base of this analyses general changes in quality management were proposed by selected elements of the norm ISO 9001:2000. The outcome of this work proves, that there are many steps and changes needed to be accomplished to achieve in the quality management which is true to the norm CSN EN ISO 9001:2001.

Context. Successful software product management concerns about developing right software products for right markets at the right time. The product manager, who carries responsibilities of planning, requires but does not always have access to high-quality information for making the best possible planning decisions. The following master thesis concentrates on proposing a solution that supports planning of a software product by means of analytics. Objectives. The aim of the master thesis is to understand potentials of analytics in product planning decisions in a SaaS context. This thesis focuses on SaaS based analytics used for portfolio management, product roadmapping, and release planning and specify how the analytics can be utilized for planning of a software product. Then the study devises an analytics-based method to enable software product planning. Methods. The current study was designed with a mixed methodology approach, which includes the literature review and survey researches as well as case study under the framework of the design science. Literature review was conducted to identify product planning decisions and the measurements that support them. A total of 17 interview based surveys were conducted to investigate the impact of analytics on product planning decisions in product roadmapping context. The result of the interviews ended in an analytics-based planning method provided under the framework of design science. The designed analytics-based method was validated by a case study in order to measure the effectiveness of the solution. Results. The identified product planning decisions were summarized and categorized into a taxonomy of decisions divided by portfolio management, roadmapping, and release planning. The identified SaaS-based measurements were categorized into six categories and made a taxonomy of measurements. The result of the survey illustrated that importance functions of the measurement- categories are not much different for planning-decisions. In the interviews 61.8% of interviewees selected “very important” for “Product”, 58.8% for “Feature”, and 64.7% for “Product healthiness” categories. For “Referral sources” category, 61.8% of responses have valuated as “not important”. Categories of “Technologies and Channels” and “Usage Pattern” have been rated majorly “important” by 47.1% and 32.4% of the corresponding responses. Also the results showed that product use, feature use, users of feature use, response time, product errors, and downtime are the first top measurement- attributes that a product manager prefers to use for product planning. Qualitative results identified “product specification, product maturity and goal” as the effected factors on analytics importance for product planning and in parallel specified strengths and weaknesses of analytical planning from product managers’ perspectives. Analytics-based product planning method was developed with eleven main process steps, using the measurements and measurement scores resulted from the interviews, and finally got validated in a case. The method can support all three assets of product planning (portfolio management, roadmapping, and release planning), however it was validated only for roadmapping decisions in the current study. SaaS-based analytics are enablers for the method, but there might be some other analytics that can assist to take planning decisions as well. Conclusion. The results of the interviews on the roadmapping decisions indicated that different planning decisions consider similar importance for measurement-categories to plan a software product. Statistics about feature use, product use, response time, users, error and downtime have been recognized as the most important measurements for planning. Analytics increase knowledge about product usability and functionality, and also can assist to improve problem handling and client-side technologies. But it has limitations regarding to receiving formed-based customer feedback, handling development technologies and also interpreting some measurements in practice. Immature products are not able to use analytics. To create, remove, or enhance a feature, the data trend provides a wide view of feature desirability in the current or even future time and clarifies how these changes can impact decision making. Prioritizing features can be performed for the features in the same context by comparing their measurement impacts. The analytics-based method covers both reactive and proactive planning.

Abstract Products have a significant and multidimensional role in business, whereas product management as a scientific field is still in its emergence. However, long industrial tradition positions product management as a holistic and complete business management of products at different levels throughout product lifecycles. The evolving business environment and external stakeholders influence the decision-making in product management. A commercially successful new product may necessitate as much as hundreds of new ideas and opportunities to be screened. Hence, decisions made in the front-end of product creation significantly affect the product cost and value throughout its lifecycle. This dissertation aims to answer the question of how product management can analyse stakeholders and business opportunities in a systematic way in the front-end of product creation. The study follows a qualitative research strategy and a constructive approach along the research process. Four original publications focus on stakeholder business opportunity analyses; the first one analyses external stakeholders as a business ecosystem for collaborative product creation; the second assesses the influence of internal stakeholders in product creation; whereas the third and fourth articles focus on systematic ways to conduct business case analyses during product creation. The systematic analysis of external stakeholders’ business models is seen as a tangible way to perceive the business ecosystem. Salience assessment further helps to explain how the voice of stakeholders can be noticed by product management decision-making. Systemising the business case analysis procedure, including gathering, processing and integrating information from different knowledge and functional areas – customers, marketing, technical, financial and strategic – provides the rationale for product management to make well-informed go/no-go decisions and assurance for commitment towards funding and launching product creation projects. / Tiivistelmä Tuotteilla on merkittävä ja moniulotteinen rooli liiketoiminnassa. Tutkimusalana tuotehallinta on aikaisessa kehitysvaiheessa, mutta pitkä teollinen perinne asemoi tuotehallinnan kokonaisvaltaiseksi liiketoiminnan johtamiseksi käsittäen tuotteet kaikkine osineen läpi niiden elinkaarten. Jatkuvasti muuttuva liiketoimintaympäristö ja ulkoiset sidosryhmät vaikuttavat tuotehallinnan päätöksentekoon. Yhtä kaupallisesti menestyvää uutta tuotetta kohden yritys voi joutua käymään läpi jopa satoja uusia ideoita ja mahdollisuuksia. Samalla tuotteen luomisen alkuvaiheessa tehtävät päätökset voivat vaikuttaa merkittävästi tuotteeseen, sen arvoon ja kustannuksiin koko elinkaaren aikana. Tämä väitöskirja pyrkii vastaamaan kysymykseen, miten tuotehallinnassa voidaan analysoida sidosryhmiä ja liiketoimintamahdollisuuksia systemaattisella tavalla tuotteen luomisen alkuvaiheessa. Tutkimus toteuttaa laadullista tutkimusstrategiaa käyttäen konstruktiivista lähestymistapaa tutkimusprosessissa. Alkuperäiset julkaisut keskittyvät sidosryhmien ja liiketoimintamahdollisuuksien analyyseihin. Ensimmäinen julkaisu tarkastelee ulkoisia sidosryhmiä liiketoimintaekosysteeminä yhteistyössä tehtävän tuotekehityksen kannalta, toinen julkaisu käsittelee sisäisten sidosryhmien tärkeyttä tuotteen luomisessa. Kolmas ja neljäs julkaisu keskittyvät systemaattisiin tapoihin toteuttaa tapauskohtaista liiketoimintamahdollisuuksien analysointia tuotteen luomisen alkuvaiheessa. Analysoimalla systemaattisesti ulkoisten sidosryhmien liiketoimintamalleja voidaan konkreettisesti hahmottaa liiketoimintaekosysteemi. Sidosryhmien tärkeyden, salienssin, arviointi selittää, miten eri sisäisten sidosryhmien äänet otetaan huomioon tuotehallinnan päätöksenteossa. Systemaattinen menettely tapauskohtaiselle liiketoimintamahdollisuuksien analysoinnille tuottaa tiedollisen perustan tehdä johdonmukaisesti perusteltuja tuotehallinnan päätöksiä tuoteprojektien käynnistämisestä. Menettely kerää, käsittelee ja yhdistelee tietoja eri osa-alueilta, kuten asiakas, markkina, tekninen toteutettavuus, talous ja strategia.

Abstract The purpose of this study is to develop a process of rapid productisation in a B2B sales situation to manage an unexpected product increment. Earlier research has identified a change in how companies develop new products. Developing products by utilising radical innovation has declined, and the prevailing method is to develop new products in small increments based on an existing product or service platform. In this way, companies can create a new product by making minor enhancements or incremental improvements to create additional value. The theoretical foundation of this study builds on the literature of decision making, new product development, product portfolio management, and upstream supply chain management. The research method is the qualitative case study, which explores the rapid productisation practices of 26 companies. The empirical data consists of 74 interviews and was collected during the years 2011–2013. The study shows that the companies well understand the need for RP. The companies repeatedly faced situations where they had to develop new product solutions very rapidly. Because customer requirements in sales situations are unpredictable, companies strove to find solutions using temporary or special arrangements. By doing so, however, they did not deal with the core source of the problem, which arose again and again. In the study, several challenges and preconditions of RP were identified: the ability to make decisions, roles and responsibilities that have been defined in advance, and reconciliation of the RPP with other business processes. The study makes clear that the process of RP developed to meet the need for unexpected product increments in B2B sales situations, and its key elements are intra-firm cooperation and use of existing processes as a baseline, which enable the organisation to accelerate the operation. Based on the results of this research, RP is a complex, communication-intensive, context-dependent and – due to the nature of RPP – challenging task to integrate as a part of firm operations. / Tiivistelmä Tämän tutkimuksen tarkoituksena on kehittää nopean tuotteistamisen prosessi B2B myyntitilanteessa esiin tulevien yllättävien tuotelisäyksien hallintaan. Aiempi tutkimus on tunnistanut muutoksia yritysten tavassa tuotteistaa uusia tuotteita. Tuotteistaminen radikaalien innovaatioiden avulla on vähentynyt. Tällä hetkellä on vallitsevampaa tuotteistaa uusia tuotteita hyödyntäen mahdollisimman paljon jo olemassa olevia tuote- tai palveluportfoliota. Tämä tarjoaa yrityksille mahdollisuuden tuotteistamiseen pienin tuotepäivityksin tai muutoksin. Tutkimus rakentuu teoreettisesti päätöksenteon, uuden tuotteen kehittämisen, tuotesalkun hallinnan ja tilausketjun hallinnan kirjallisuuteen. Tutkimusmenetelmänä on käytetty laadullista tapaustutkimista. Tutkimuksessa kartoitettiin 26 yrityksen nopean tuotteistamisen käytäntöjä. Tutkimusaineisto koostuu 74 haastattelusta ja se kerättiin vuosien 2011–2013 aikana. Tutkimuksessa selvisi, että nopea tuotteistaminen on tutkituissa yrityksissä hyvin tunnistettu ilmiö. Yrityksissä on myös ilmeinen tarve nopean tuotteistamisen kehittämiselle. Yritykset kohtaavat toistuvasti tilanteita, joissa on kyettävä uusiin tuoteratkaisuihin hyvinkin nopeasti. Koska myyntitilanteessa esiin tullut asiakasvaatimus on ennalta arvaamaton, yritykset pyrkivät löytämään ratkaisun tilapäisin tai erikoisjärjestelyjen avulla. Näin toimien itse ongelma ei poistu vaan se kohdataan joka kerta uudelleen. Tutkimuksessa tunnistettiin useita nopean tuotteistamisen haasteita ja ennakkoehtoja. Näitä ovat: organisaation päätöksentekokyvykkyys, ennalta määritellyt roolit ja vastuut sekä nopean tuotteistamisen prosessin yhteensopivuus muiden liiketoimintaprosessien kanssa. Tutkimuksessa esitetään, miten nopean tuotteistamisen prosessilla voidaan vastata myyntitilanteessa asiakkaan esittämiin uusiin vaatimuksiin sekä ratkaista tuote- tai palvelutarjonnassa oleva puute uudella tuotepäivityksellä. Yrityksellä on näin mahdollisuus tuottaa asiakkaalle lisäarvoa jo myyntineuvottelujen kuluessa. Tutkimus esittää organisaatioiden välisen yhteistyön ja olemassa olevien prosessien hyödyntämisen keskeisinä nopean tuotteistamisen elementteinä. Näiden avulla on mahdollista nopeuttaa päätöksentekoa ja tuotteistamista.