Title Details

INTRODUCTION xvii

CHAPTER 1. THE INNOVATION CONCEPT 1

1.1. The characteristics of an innovation process 1

1.2. Review of basic conceptual definitions in “general systemics” 13

1.2.1. The concept of a process 14

1.2.2. The concept of a processor 14

1.2.3. The concept of functionality 14

1.2.4. The concept of a function 14

1.2.5. The concept of configuration 15

1.2.6. The managerial architecture of a processor 15

1.3. Evaluation criteria for the success of an innovation 17

1.4. Drivers of socioeconomic exchange for an innovation process 18

1.5. Clarifications on certain actions in an innovation process 23

1.5.1. Managing the configuration of an innovation process 23

1.5.2. Creative research 25

1.5.3. Studies on the impact of a new innovation 29

1.5.4. Feasibility studies in the innovation process 32

1.5.5. The decision-making stages of the innovation process 36

1.6. Classification of innovation processes 37

1.6.1. Three types of company 37

1.6.2. Types of innovations 39

1.6.3. Correlations between types of innovating companies and types of innovation 39

1.6.4. The specificities of type I innovations 40

1.6.5. Specificities of type II innovations 44

1.6.6. Specificities of type II and IV innovations 49

1.7. Conclusion 52

CHAPTER 2. COMPETITIVE QUALITY OF AN INNOVATION 53

2.1. Introduction 53

2.2. The concepts which characterize competitive quality 55

2.3. The use of competitive quality in an innovation process 67

2.4. A model of the competitive quality process in an innovation process 69

2.5. Conclusion 73

CHAPTER 3. COMPETITIVE QUALITY TACTICS 75

3.1. Introduction 75

3.2. The objective of a competitive quality tactics 76

3.3. Planning competitive quality tactics in the innovation process 81

3.4. Methods for designing competitive quality tactics 88

3.5. The performance of competitive quality tactics 91

3.6. Managing the design of competitive quality tactics 91

3.7. Conclusion 94

CHAPTER 4. THE MARKETING QUALITY OF AN INNOVATION 97

4.1. Introduction 97

4.2. Marketing quality in an innovation process 99

4.3. Planning marketing quality within the innovation process 103

4.3.1. Releases of competitive quality fuel 103

4.3.2. The emergence of stakeholders’ competitive quality perceptions 106

4.3.3. Compensatory resources and contributions to the company’s image and reputation 107

4.4. Defining marketing quality 108

4.4.1. Marketing quality in releasing competitive quality fuel 110

4.4.2. Marketing quality in the emergence of competitive quality judgments 111

4.4.3. Marketing quality in the production of compensatory resources 113

4.4.4. Marketing quality in contributing to the company’s image and reputation 114

4.5. Marketing quality performance 115

4.6. Managing the production of marketing quality 117

4.7. Conclusion 120

CHAPTER 5. THE “QUALITY” FUEL OF AN INNOVATION 123

5.1. Introduction 123

5.2. An innovation process’ competitive quality fuel 124

5.3. Planning the design of competitive quality fuel in the innovation process 127

5.4. Ways of defining competitive quality fuel 129

5.5. Performance of the design of competitive quality fuel 136

5.6. Managing the design of competitive quality fuel 138

5.7. Conclusion 141

CHAPTER 6. THE EMITTERS OF QUALITY FUEL 143

6.1. Introduction 143

6.2. Competitive quality fuel emitters 144

6.3. Defining a competitive quality fuel emitter 146

6.4. Planning the design of competitive quality fuel emitters 151

6.5. The performance of the design of competitive quality fuel emitters 154

6.6. Managing the design of quality fuel emitters 155

6.7. Conclusion 158

CHAPTER 7. QUALIFICATION OF EMITTERS 159

7.1. Introduction 159

7.2. The qualification of competitive quality fuel emitters 160

7.3. Method for qualifying competitive quality emitters 161

7.4. The performance of this qualification 164

7.5. Managing the qualification of competitive quality fuel emitters 165

7.6. Conclusion 168

CHAPTER 8. VALIDATION OF MARKETING QUALITY 169

8.1. Introduction 169

8.2. Validation of the competitive quality marketing of an innovation process 170

8.3. Methods for validating competitive marketing quality in an innovation process 171

8.4. Planning the validation of competitive marketing quality 172

8.5. Managing competitive marketing quality validation 173

8.6. Conclusion 175

CHAPTER 9. SUPERVISION OF EMITTERS 177

9.1. Introduction 177

9.2. The objective of supervision 178

9.3. Methods of supervision 179

9.4. Planning the supervision of competitive quality fuel emitters 180

9.5. The performance of the supervision of CQF emitters 182

9.6. Managing the supervision of competitive quality fuel emitters 183

9.7. Conclusion 184

CHAPTER 10. MONITORING PERCEIVED QUALITY 187

10.1. Introduction 187

10.2. The objective of this monitoring 188

10.3. Methods of monitoring perceived quality 189

10.4. Planning the monitoring of perceived quality 190

10.5. Managing the monitoring of perceived quality 192

10.6. Conclusion 194

CHAPTER 11. ENSURING BENEFITS  197

11.1. Introduction 197

11.2. The objective of ensuring benefits 198

11.3. Methods for ensuring benefits 199

11.4. Planning methods for ensuring benefits 200

11.5. The management of ensuring benefits 202

11.6. Conclusion 203

CHAPTER 12. THE ROLE OF THE QUALITY DEPARTMENT 205

12.1. Introduction 205

12.2. Positioning a quality department within an innovation process 206

12.3. The specificities of the quality specialist’s objectives 211

12.4. The objectives of the quality specialist in creative research 214

12.4.1. The quality specialist’s interventions in the emergence of the idea 216

12.4.2. The interventions of the quality specialist in the creation of experimental drafts 218

12.4.3. Interventions of the quality specialist in the creation of drafts of the innovation 221

12.4.4. The interventions of the quality specialist for the creation of drafts of future products or services 226

12.5. The missions of the quality specialist in impact studies on competitive quality fuel 232

12.5.1. The role of the quality specialist in the characterization of future products or services 235

12.5.2. The role of the quality specialist in identifying future clients 237

12.5.3. The role of the quality specialist in the characterization of future uses of the innovation 240

12.5.4. The role of the quality specialist in carrying out prospective studies 243

12.5.5. The role of the quality specialist in carrying out tests on the drafts of future products or services 247

12.6. The missions of the quality specialist in the feasibility studies 253

12.6.1. The role of the quality specialist in conducting the initial feasibility tests of the future products or services 256

12.6.2. The role of the quality specialist in identifying future stakeholders in the project 258

12.6.3. The role of the quality specialist in the feasibility studies on exchanges with the future stakeholders in the project 259

12.6.4. The role of the quality specialist in carrying out performance tests of future products or services incorporating the innovation 263

12.6.5. The role of the quality specialist identifying stakeholders in the future BU 265

12.6.6. The role of the quality specialist in studies on the ability of the company to produce future products or services 267

12.7. The role of the quality specialist in equipment design 270

12.7.1. The role of the quality specialist in the construction of the innovation processor 273

12.7.2. The role of the quality specialist in the design of prototypes of the production system for future products or services 275

12.7.3. The role of the quality specialist in the intellectual protection of the innovation 277

12.8. The role of the quality specialist in assisting decision-making 278

12.9. Conclusion 285

CHAPTER 13. QUALITY CULTURE IN PROJECT TEAMS 287

13.1. Introduction 287

13.2. The inherent visions of quality 288

13.3. The aptitudes for producing quality 290

13.3.1. Individual aptitudes 290

13.3.2. Collective aptitudes 294

13.4. Methods for acquiring aptitudes for producing quality 297

13.5. Conclusion 298

APPENDICES 299

APPENDIX 1 301

APPENDIX 2 309

APPENDIX 3 319

BIBLIOGRAPHY 335

INDEX 339