Abstract
Three-dimensional printing (3D printing) is one of the customer centric innovations that characterizes the new industrial revolution. This innovation has significant implications for many companies in any sector, even the most traditional ones. The present study aims to lay the foundations for increasing and extending the knowledge on customer centric innovation and to identify the key determinants that allow the adoption of a “customer centric innovation”, in particular 3D printing, by business customers from the point of view of a technology provider through a conceptual framework. To achieve this purpose, a theoretical model from the literature review on customer centric innovation is identified, and then a qualitative research composed of two main steps is carried out. The first step is formed by the study of the Italian jewellery sector through an extensive desk research and meeting with experts. This allows shedding light on the role of 3D printing and dynamics of the sector, where numerous Small and Medium Enterprises (SMEs) emerged. The second step is constituted by the analysis of a case study in order to identify the determinants that allow the adoption of 3D printing by business customers from the point of view of a SME which is technology provider. The results underline that in this context the technology provider has to be able to align strategy, supply chain network, and technology under the influence of some external forces. Only this process can lead to the adoption of customer centric innovation by creating a potential and real value for business customers that does not extinguish itself with the technological potential that 3D printing already incorporates.References
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Gupta, A. K., Raj, S. P., & Wilemon, D. (1986). A model for studying R&D. Marketing interface in the product innovation process. The Journal of Marketing, 7–17.
Hoeber, B., & Schaarschmidt, M. (2017). Transforming from service providers to solution providers: Implications for provider-customer relationships and customer-induced solution innovation. International Journal of Technology Management, 73(1–3), 65–90.
Holmström, J., Holweg, M., Khajavi, S. H., & Partanen, J. (2016). The direct digital manufacturing (r) evolution: definition of a research agenda. Operations Management Research, 9(1–2), 1–10.
Holmström, J., Liotta, G., & Chaudhuri, A. (2017). Sustainability outcomes through direct digital manufacturing-based operational practices: A design theory approach. Journal of Cleaner Production, 167, 951–961.
Holmström, J., & Partanen, J. (2014). Digital manufacturing-driven transformations of service supply chains for complex products. Supply Chain Management: An International Journal, 19(4), 421–430. https://doi.org/10.1108/SCM-10-2013-0387
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Italian Exhibition Group SpA. (2017). Dinamiche del settore orafo-gioielliero. Retrieved 15 July 2017, from http://www.oroarezzo.it/dinamiche-del-settore-orafo-gioielliero/
Jia, F., Wang, X., Mustafee, N., & Hao, L. (2016). Investigating the feasibility of supply chain-centric business models in 3D chocolate printing: A simulation study. Technological Forecasting and Social Change, 102, 202–213.
Johannessen, J. A., & Olsen, B. (2010). The future of value creation and innovations: Aspects of a theory of value creation and innovation in a global knowledge economy. International Journal of Information Management, 30(6), 502–511.
Klein, K. J., & Sorra, J. S. (1996). The challenge of innovation implementation. Academy of Management Review, 21(4), 1055–1080.
Kohler, T., Matzler, K., & Füller, J. (2009). Avatar-based innovation: Using virtual worlds for real-world innovation. Technovation, 29(6–7), 395–407.
Kvale, S. (1996). InterViews. London: SAGE publications.
Lagrosen, S. (2005). Customer involvement in new product development: A relationship marketing perspective. European Journal of Innovation Management, 8(4), 424–436.
Lambert, D. M., & Cooper, M. C. (2000). Issues in supply chain management. Industrial Marketing Management, 29(1), 65–83.
Leavy, B. (2017). Customer-centered innovation: improving the odds for success. Strategy & Leadership, 45(2), 3–11.
Lee, J., & AbuAli, M. (2011). Innovative Product Advanced Service Systems (I-PASS): methodology, tools, and applications for dominant service design. The International Journal of Advanced Manufacturing Technology, 52(9–12), 1161–1173.
Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. SAGE publications.
Marzi, G., Zollo, L., Boccardi, A., & Ciappei, C. (2017). Additive manufacturing in SMEs: empirical evidences from Italy. International Journal of Innovation and Technology Management.
Marzi, G., Zollo, L., Boccardi, A., & Ciappei, C. (2018). Additive manufacturing in SMEs: empirical evidences from Italy. International Journal of Innovation and Technology Management, 15(1).
McCutcheon, D. M., & Meredith, J. R. (1993). Conducting case study research in operations management. Journal of Operations Management, 11(3), 239–256.
Mellor, S., Hao, L., & Zhang, D. (2014). Additive manufacturing: A framework for implementation. International Journal of Production Economics, 149, 194–201. https://doi.org/10.1016/j.ijpe.2013.07.008
Meredith, J. (1998). Building operations management theory through case and field research. Journal of Operations Management, 16(4), 441–454.
Nobre, F. (2011). Core competencies of the new industrial organization. Journal of Manufacturing Technology Management, 22(4), 422–443.
Osakwe, C. N. (2016). Crafting an effective brand oriented strategic framework for growth-aspiring small businesses: A conceptual study. The Qualitative Report, 21(2), 163.
Palacios-Marques, D., Guijarro, M., & Carrilero, A. (2016). The use of customer-centric philosophy in hotels to improve customer loyalty. Journal of Business & Industrial Marketing, 31(3), 339–348.
Petrick, I. J., & Simpson, T. W. (2013). 3D printing disrupts manufacturing: how economies of one create new rules of competition. Research-Technology Management, 56(6), 12–16. https://doi.org/10.5437/08956308X5606193
Piekkari, R., Plakoyiannaki, E., & Welch, C. (2010). ‘Good’ case research in industrial marketing: Insights from research practice. Industrial Marketing Management, 39(1), 109–117.
Porter, M. (1983). The Technical Dimension of Competitive Strategy. Research on Technological Innovation, Management and Policy.
Price, R., & Wrigley, C. (2016). Design and a deep customer insight approach to innovation. Journal of International Consumer Marketing, 28(2), 92–105.
Reuter, C., Foerstl, K. A. I., Hartmann, E. V. I., & Blome, C. (2010). Sustainable global supplier management: the role of dynamic capabilities in achieving competitive advantage. Journal of Supply Chain Management, 46(2), 45–63.
Ridder, H. G. (2017). The theory contribution of case study research designs. Business Research, 10(2), 281–305.
Rogers, H., Baricz, N., & Pawar, K. S. (2016). 3D printing services: classification, supply chain implications and research agenda. International Journal of Physical Distribution & Logistics Management, 40(10), 886–907.
Romero, D., & Molina, A. (2011). Collaborative networked organisations and customer communities: value co-creation and co-innovation in the networking era. Production Planning & Control, 22(5–6), 447–472.
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