Data Mining Practical Machine Learning Tools and Techniques

How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

by J. Biggs and C. Tang, Maidenhead, England,
Open University Press, 2007, 360 pp., £29.99, ISBN-13: 978-0-335-22126-4

Teaching for quality learning at university

Artificial neural networks (ANNs) constitute a class of flexible nonlinear models designed to mimic biological neural systems. In this entry, we introduce ANN using familiar econometric terminology and provide an overview of ANN modeling approach and its implementation methods. † Correspondence: Chung-Ming Kuan, Institute of Economics, Academia Sinica, 128 Academia Road, Sec. 2, Taipei 115, Taiwan; ckuan@econ.sinica.edu.tw. †† I would like to express my sincere gratitude to the editor, Professor Steven Durlauf, for his patience and constructive comments on early drafts of this entry. I also thank Shih-Hsun Hsu and Yu-Lieh Huang for very helpful suggestions. The remaining errors are all mine.

Artificial neural networks

Eric Ries was born in September 1978. He graduated from Yale University and moved to silicon Valley in the beginning of the millennium. He pioneered the philosophy of Lean Startup, based on his experience with multiple startups, primary being IMVU which he co-founded along with Will Harvey in 2004. Eric Ries originated his Lean Startup philosophy after getting inspired from the Japanese Philosophy of Lean Manufacturing.

The Lean Startup:How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses

PurposeDigital capabilities in operations and delivery through constant data acquisition and future predictions have accelerated digital servitization through reduced uncertainty. New flexibility in value-capture concepts like dynamic and value-based pricing is introduced, which was impossible before. This paper explores two things. Firstly, how embracing contractual flexibility of price-variance and contract lengths influences customer perceived value in artificial intelligence (AI) enabled digital offerings. Secondly, the role transparency plays in the perceived value of such offerings.Design/methodology/approachThe paper uses an experiment-based survey and quantitative assessment within a business-to-business setup with 137 respondents across a couple of industrial manufacturers in the Nordic region.FindingsThe authors observations indicate that value-capture-related flexibilities introduced by digital offerings, namely price fluctuations and longer contract lengths, are perceived to deliver more value to customers than standard offerings with known conditions. The authors findings indicate that introduced flexibilities are perceived as opportunities rather than uncertainties leading to higher perceived value by customers. The increased value perception can be explained by the transparency of these offerings provided by data-driven digital technologies'.Originality/valueThe paper is an original work to understand the value-capture implication of digital servitization. The authors discuss the possibilities of different value-capture strategies that companies can adopt within digital business models.

Value-capture in digital servitization

As industries hold the opportunity to embrace artificial intelligence (AI) driven innovation, their success to a significant extent will depend on the value the new technology generates for differe...

Edge AI Driven Technology Advancements Paving Way Towards New Capabilities

Most industries are shifting from product-oriented business models towards services to step up the value chain and engage in long-term relationships with their customers throughout the service lifecycle. Digital technologies are contributing to servitization in many ways by creating and enabling capabilities like connectivity, IoT, data generation and assessment, etc., for new value generation, distribution, and capture. Because value is subjective, dynamic, and changes during the service lifecycle, service providers need to examine closely the value perceptions of customers to constantly provide better value and remain relevant with the competition. Through a consumer survey and a longitudinal study of thirteen customers, this paper uses qualitative and quantitative assessment to identify the value dimensions that play a major role for customers being onboarded on a digital enabled service, and also highlights how customer value dimensions change over the course of the service lifecycle. One important finding is that change in customer value perception does not follow a pattern and is highly individual and personal. This opens a discussion regarding the need for hyper-personalization in successful servitization, and the role of digital technologies towards the same.

Value Changes during Service Delivery

Servitization is today a common theme among manufacturing companies, with the goal of better addressing the needs of their customers. Digitalization is one key enabler of servitization. One aspect ...

https://timreview.ca/sites/default/files/article_PDF/TIMReview_2020_March%20-%204.pdf

Organizing the Development of Digital Product-Service Platforms

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Value-capture in digital servitization

Edge AI Driven Technology Advancements Paving Way Towards New Capabilities

Value Changes during Service Delivery

Organizing the Development of Digital Product-Service Platforms