Project-based Organization in the Knowledge-based Society: by Mitsuru Kodama

By Mitsuru Kodama

With the advance of knowledge know-how in recent times, there's a transforming into have to merge various applied sciences and companies, to boost items, companies and enterprise types that span diverse industries. agencies should have procedures by which they could entry percentage, and combine various wisdom. during this e-book, the writer proposes a dynamic but sensible procedure for undertaking leaders to combine varied wisdom disbursed on tasks community to improve new items, companies and company types. Case stories on businesses similar to Vodafone, SHARP, Mitsubishi electrical, Canon, Sony, Matsushita electrical are thought of. The ebook can be utilized via high-tech corporations from the perspective of venture administration or workforce administration for innovation.

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Additional info for Project-based Organization in the Knowledge-based Society: Innovation by Strategic Communities (Series on Technology Management) (Series on Technology Management)

Sample text

Making a success of the i-mode service required positive feedback, that is the sustained provision of appealing digital content from Content Providers (CP) caused the number of end users with i-mode compatible mobile phones to increase, which in turn increased CP content provision to appeal to still more users. Achieving this kind of positive feedback involved the hardware issues of developing a user-friendly, i-mode supporting mobile handset and a content distribution network system (including server systems).

The i-mode portal offers a number of representative services including advertising distribution businesses and sophisticated financial services from Internet banks; development of new java-enabled mobile handsets (the i-appli service); the i-area service; game machine links (such as PlayStation); the c-mode service (links to vending machines), convenience stores (Lawson); links to AOL email; links to car navigation; and other services. In December 2001, DoCoMo achieved 30 million subscriber contracts.

While the sales take-off was a relief for DoCoMo, the net increase in numbers (share of new subscribers) was gradually falling. When it reached the warning mark of 40 percent, DoCoMo analyzed the differences between itself and its competitors. The cause turned out to be sales channels. During the NTT era, Oboshi saw the fixed cost of personnel as the cause of the company’s deficit. He segmented his targets by business use, and narrowed them down to efficient “business streets” as sales bases. The sales vicious cycle rapidly brought down the phone prices, so that they could be purchased by individuals.

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