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| − | The dominant design paradigm refers to the phenomenon that a breakthrough invention first takes many different designs before a 'winning' design emerges (compare 'steam cars' before the current accepted design become dominant). See [[M5-S6 - Reading - Summary Teece - Profiting from technological innovation|M5-S6 - Reading - Summary Teece - Profiting from technological innovation]]
| + | Dominant Design Paradigm |
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| − | How can we 'enforce' dominant design?
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| − | * By having industry leading companies collaborate on standards.
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| − | * By understanding the [[Key buying criteria|Key buying criterion]] of your customers very well.
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| − | * By understanding [[Customer Pain|Customer Pain]] very well
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| − | # '''Preparadigmatic stage'''
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| − | ## Early stages of industry development, product designs are fluid, manufacturing processes are loosely and adaptively organized, and generalized capital is used in production. Competition amongst firms manifests itself in competition amongst designs, which are markedly different from each other.
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| − | # '''Paradigmatic stage'''
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| − | ## Competition shifts away from design and towards price.
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| − | <html>
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| − | <img src="/static/files/MBI/Module%205/innovationlifecycle.PNG" width="600" />
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| − | </html>
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| − | Also see the [[Abernathy-Utterback framework|Abernathy-Utterback framework]]. '''The existence of a dominant design is of great significance to the distribution of profits its between innovator and follower'''. The innovator may have been responsible for the fundamental scientific breakthroughs as well as the basic design of the new product. However, if imitation is relatively easy, imitators may enter the fray, modifying the product in important ways, yet relying on the fundamental designs pioneered by the innovator.
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| − | Part of [[M5-S6 - Reading - Summary Teece - Profiting from technological innovation|M5-S6 - Reading - Summary Teece - Profiting from technological innovation]]
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| | [[Category:marketing]] | | [[Category:marketing]] |
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