5
Author 1 First Name then Last Name, First Author 2 first then last Name, …
Title of Article
Name1, Name2, Name3
1 University, Department, City, Country
2,3 University, Department, City, Country
Email author 1, Email author 2, Email author 3
Abstract
Insert Abstract here – if the format fails highlight this section except the last word and hit paste unformatted text. Several scholars dealing with business innovation individuate a great role played by customer value in achieving market success. With this perspective the investigation of prescriptive means for New Value Proposition represents a promising, although still poorly explored, domain. The paper presents an original approach to investigating past success stories focused around approaches derived from Blue Ocean Strategy, for this new dimensions of performance and value have been introduced. The lesson learned from this survey is that certain strategies based on the fulfilment of established or overlooked customer needs provide greater market appraisal. This article introduces some preliminary directions to support the rethinking of products and services.
1. Heading (Usually Introduction)
Note this paragraph starts flush with the first heading. The next paragraphs have 0.2 inch indentations (you can adjust this by highlighting the paragraphs and right clicking paragraph. Paragraphs do not have any space in-between. Both business and engineering domains share a vision regarding the 21st century as an industrial era where the use of knowledge and the capability to innovate play fundamental roles for companies’ success. In the period of transition between quality-orienyvied and innovation-driven competition, Miles et al. [1] assess the difficulties faced by many firms due to the inadequacy of organizations and strategic mindsets in assuming knowledge as a central asset of industry. Since then, much research has been carried out to deal with continuous innovation programs. However, this has not provided results sufficient to master the competition.
0.2 indent here More recently, Sandstrom and Bjork [2] remark how the focus has shifted from incremental product innovation to other forms of innovation, such as business model innovation. Note citation are used in a 1 to X number and held in brackets like [X]. Chesbrough [3] assesses how the innovation of the business model results in a fundamental task for success, although not one easy to be tackled. Johnson et al. [4] point out how unsatisfactory results of many companies are due to the unawareness about the need to innovate the business model and/or reluctance in rethinking the role of the enterprise in the market.
Miles et al. [1] assess the difficulties faced by many firms due to the inadequacy of organizations and strategic mindsets in assuming knowledge as a central asset of industry. Since then, much research has been carried out to deal with continuous innovation programs. However, this has not provided results sufficient to master the competition.
More recently, Sandstrom and Bjork [2] remark how the focus has shifted from incremental product innovation to other forms of innovation, such as business model innovation. Chesbrough [3] assesses how the innovation of the business model results in a fundamental task for success, although not one easy to be tackled. Johnson et al. [4] point out how unsatisfactory results of many companies are due to the unawareness about the need to innovate the business model and/or reluctance in rethinking the role of the enterprise in the market.
2. Heading (Click Heading It will automatically apply Number)
Note this paragraph starts flush with the first heading. All subsistence paragraphs have 0.2 inch indentations (you can adjust More recently, Sandstrom and Bjork [2] remark how the focus has shifted from incremental product innovation to other forms of innovation, such as business model innovation. Chesbrough [3] assesses how the innovation of the business model results in a fundamental task for success, although not one easy to be tackled. Johnson et al. [4] point out how unsatisfactory
2.1. Sub Heading (It helps to cut and paste this heading)
From a historical perspective, the wide diffusion of the concept of a business model is consistent with the growing role played by Internet, and particularly by e-commerce in marketing activities. By the ‘1990’s, the adoption of web retailing was considered as a sort of mantra for determining companies’ fortunes. Despite such enthusiasm, numerous e-commerce experiences resulted in tremendous flops, as surveyed by Mahajan et al. [9], because of a lack of strategy within flawed business models [7]. As a consequence, the notion of a business model started to assume a wider meaning and to identify patterns of value creation by exploiting business opportunities [10]. On the same wavelength.
2.1.1. Sub Heading (Who Hates Ms Word Raise Your Hand?)
With reference to business innovation pivoted on value, the tools that are introduced within the BOS include the strategy canvas, graphically depicted through the value curve, and the Four Actions Framework, schematized through the Eliminate Reduce Raise Create (ERRC) Grid. The strategy canvas consists of ideas for developing a novel business model (strategic “move” in BOS jargon). The value curves stand for the graphical representation of the relative performances of products or services across the relevant factors of competition. A new curve is built by proper modifications of the current product/service attribute performances and by the introduction of previously ignored properties, throughout the employment of the Four Actions Framework.
Despite the proposed techniques, BOS currently lacks the systematic paths to envisage innovative products and services. It is claimed that the introduced tools are elegant to describe past successes, but they are not really prescriptive [25,26]. They simply provide vague indications about where to look for new market opportunities.
3. General Overview
From a historical perspective, the wide diffusion of the concept of a business model is consistent with the growing role played by Internet, and particularly by e-commerce in marketing activities. By the ‘1990’s, the adoption of web retailing was considered as a sort of mantra for determining companies’ fortunes. Despite such enthusiasm, numerous e-commerce experiences resulted in tremendous flops, as surveyed by Mahajan et al. [9], because of a lack of strategy within flawed business models [7].
Figure 1. Title (Always underneath the picture)
Figure 2. Title (Always underneath the picture)
Many passive control strategies have been suggested for reduction of supersonic jet noise. Some of these are injection of coaxial jets to prevent the formation of Mach waves [13], directional suppression by injection of an asymmetric parallel secondary stream to attenuate the Mach waves [14], or appropriate shaping of the nozzle lip [15]. However, with space launchers, the problem is to suppress the noise levels for a given vehicle configuration lifting off a given launch pad, with little room available for modification of the nozzles and the flow field emerging from them. In view of this, injection of water is most commonly adopted for many advanced launch vehicles, the world over.
3.1. Sub-Heading (example of Tables)
The experiments were carried out in an open jet environment, without any obstructions within a radius of approximately 25 m from the set-up. The set-up consists of a miniature model of a launch pad, i.e., the launch pedestal, the jet deflectors with their partial cover-plates, and the service structure, and the launch vehicle. Figure 2 shows the schematic of the set-up in two views.
Table 1. Note Table N is Bold then the Description is, also Capitalize Each Word
Table header column 1 column 2 column … column n
Table content column 1 column 2 column … column n
Table content column 1 column 2 column … column n
[Table header and content can be reformatted as necessary]
Table footnote
Table 2. Example 2 Steps in the Innovation Process Based on Design Thinking (Osorio, 2009)
Learning and Discovery / Alternative Generation / Pre-Launch Development / Launch and ExploitationFocus / Creativity / Exploration / Execution / Exploitation
Objectives / Separating explicit and latent needs, understanding them and learning from / Idea generation and learning by experimentation and prototyping / Implementing, learning before launch and from the project / Sales, continuous learning by doing and improvement
Deliverables / Reframing the problem, finding sources of inspiration, and discovering / Discovering the best possible user experience, enabled by / Production ramp-up, distribution and marketing, post-project process learning / Value for the market, revenues for the company and renewal of the offer
3.2. Sub Heading
frequencies shown in this figure is 0.004-4.7. Although no attempt is made to segregate the different noise sources, it can be surmised that most of the noise in the low-frequency range is predominantly associated with the shock cell structure in the jets [1,2,20,21]. This is deduced from the fact that the measurement location is upstream of the nozzle exits. Example of Formula use (X) for formula number.
(1)
Table 3. Steps in the Innovation Process Based on Design Thinking (Osorio, 2009)
Learning and Discovery / Alternative Generation / Pre-Launch Development / Launch and ExploitationFocus / Creativity / Exploration / Execution / Exploitation
Objectives / Separating explicit and latent needs, understanding them / Idea generation and learning by experimentation and / Implementing, learning before launch and from the project / Sales, continuous learning by doing and improvement
Deliverables / Reframing the problem, finding sources of inspiration, and discovering / Discovering the best possible user experience, enabled by a project, service and process mix / Production ramp-up, distribution and marketing, post-project process learning / Value for the market, revenues for the company and renewal of the offer
Table 4. Creativity Topics Addressed in Courses
Creativity theories- Creativity theories
- Creativity theorists
- Creativity in different fields
Methods
- Brainstorming
- Conceptual blockbusting
- Creative problem solving
- Creative thinking and invention
- Observation / Approaches
- Systematic approaches to creativity
- Practices and tools to generate unique ideas
- Creative stimulus, diversity, mining for technology, economic, social and cultural trends
Characteristics of creativity
- Originality
- Fluency
- Flexibility
-
Table 5. Example 3 two column with bullets no spaces
Creativity / - Learn a systematic approach to creativity- Provide knowledge of the major creativity theories
- Enhance one's latent creative strengths
- Foster the ability to apply creativity in the workplace
- Present methods for assessing creative strengths
Problem solving / - Recognize the broader issues in engineering technology-related problems or in global innovation problems
- Integrate skills to solve long term and emerging problems of society
- Address large systemic problems to small focused problems to have a broad exposure to the broad spectrum of design practice
- Address the need to use innovation to solve many pressing problems in manufacturing, science, business and technology
Professional development and preparation / - Prepare students for successful careers and lifelong learning
- Provide a basic innovation background to ensure the ability to effectively compete in a changing career landscape in areas driven by innovation
Table 6. Example 3 Two Column with Segmented Topics
Creativity theories- Creativity theories
- Creativity theorists
- Creativity in different fields
Methods
- Brainstorming
- Conceptual blockbusting
- Creative problem solving
- Creative thinking and invention
- Observation
- Perception / Approaches
- Systematic approaches to creativity
- Practices and tools to generate unique ideas
- Creative stimulus, diversity, mining for technology, economic, social and cultural trends
Characteristics of creativity
- Originality
- Fluency
- Flexibility
- Elaboration
- Resistance to premature closure
- Tolerance to ambiguity
Acknowledgements
No Number prior to Acknowledgement. I would like to thank Brian Glassman for creating this Template file.
References
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[2] C. Sandstrom, & J. Bjork (2010) Idea management systems for a changing innovation landscape. International Journal of Product Development (11) 310–324.
[3] Chesbrough H. (2010) Business Model Innovation: Opportunities and Barriers. Long Range Planning (43) 354–363.
[4] Johnson M.W., Christensen C.M., & Kagermann H., Reinventing Your Business Model. Harvard Business Review, 2008, 86, 1–11.
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[11] Chesbrough H., & Rosenbloom R.S. (2002) The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies. Industrial and Corporate Change. (11) 529–555.
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[16] d
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