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1 Institut für Tierwissenschaften Inter-organisational innovation processes in the agrifood industry: An approach to improving management support services applied to the meat industry Inaugural-Dissertation zur Erlangung des Grades Doktor der Ernährungs- und Haushaltswissenschaften (Dr. oec.troph) der Hohen Landwirtschaftlichen Fakultät der Rheinischen Friedrich-Wilhelms-Universität zu Bonn vorgelegt am von Maren Bruns aus Rheine
2 Referent: Korreferent: Prof. Dr. Brigitte Petersen Prof. Dr. Ludwig Theuvsen Tag der mündlichen Prüfung: 18. Februar 2011 Erscheinungsjahr: 2011
3 Kurzfassung Überbetriebliche Innovationsprozesse in der Agrar- und Ernährungswirtschaft: Ein Ansatz zur Verbesserung von Unterstützungsleistungen angewandt in der Fleischwirtschaft Ziel dieser Arbeit war es, einen Ansatz zu entwickeln, in welcher Weise sich das Dienstleistungsportfolio von Innovationsbrokern kundenorientiert ausrichten lässt. Die Rolle des Innovationsbrokers wurde in diesem Zusammenhang als Dienstleistungsgeber definiert, der in einem Innovationsnetzwerk darauf fokussiert ist, die übrigen Netzwerkakteure (Dienstleistungsnehmer) im Innovationsprozess zu unterstützen. Die Grundlage der Konzeptentwicklung bilden drei empirische Studien. Für die dienstleistungsnehmerorientierten Analysen wurden etwa 700 Unternehmen der Fleischwirtschaft befragt. Diese quantitative Analyse wurde ergänzt durch eine qualitative Analyse in Form von drei Fallstudien. Für die dienstleistungsgeberorientierte Analyse wurde eine Pilotorganisation, agierend als Innovationsbroker, betrachtet. Der in der Arbeit entwickelte Vorschlag umfasst im Wesentlichen drei Elemente: 1. Ein strukturiertes Verfahren zur Ermittlung des Unterstützungsbedarfs Die Ergebnisse zeigen, dass der Unterstützungsumfang deutlich zunimmt, wenn die Größe des Kooperationskonsortiums wächst, geeignetes Personal im Unternehmen für Innovationsprojekte fehlt, Kenntnisse und Zugang zu neu angestrebten Zielmärkten nicht vorhanden sind, strategische Allianzen zwischen Stufen der Wertschöpfungskette sowie Erfahrungen bei der Initiierung, Beantragung und Durchführung von öffentlich geförderten Projekten fehlen. 2. Ein Katalog von Unterstützungsleistungen Definiert wurde ein Katalog von 37 spezifischen Unterstützungsleistungen. Diese lassen sich vier Aspekten überbetrieblicher Innovationsprozesse zuordnen. Sie beziehen sich auf die Initiierung und Vorbereitung von Innovationsaktivitäten, die Realisierung von Innovationsaktivitäten, die Wissensverbreitung und das Netzwerken mit Akteuren des Innovationssystems. 3. Definition von Kennzahlen zur Charakterisierung der Entwicklung von Netzwerken, die die Basis eines kontinuierlichen Verbesserungsprozesses bilden Branchenspezifische Kennzahlen wie die finanzielle Ausstattung zur Realisierung geplanter Innovationsaktivitäten, die Mitgliederzahlen und beiträge im Netzwerk, die personelle Ausstattung des Innovationsbrokers als zentral agierender Akteur im Netzwerk sowie der Unterstützungsschlüssel als dimensionslose Zahl zur Quantifizierung des Unterstützungsumfangs bei Interaktionen bilden die Grundlage für einen kontinuierlicher Verbesserungsprozess und dienen dem Benchmarking mit anderen Netzen.
4 Abstract Inter-organisational innovation processes in the agrifood industry: An approach to improving management support services applied to the meat industry The goal of this study was to develop an approach by which the service portfolios of innovation brokers can be aligned to become customer oriented. In this context the role of the innovation broker was defined as a service provider within an innovation network, who is focused on supporting the other network actors (service recipients) in the innovation process. The concept development is based on three empirical studies. Approximately 700 companies from the meat industry were surveyed for the service recipient oriented analysis. This quantitative analysis was supplemented by a qualitative analysis in the form of three case studies. For the service provider oriented analysis, a pilot organisation acting as an innovation broker was looked at. The proposal developed in this study is essentially comprised of three elements: 1. A structured procedure for determining the demand for support The results show that the scope of support increases significantly when the size of the cooperation consortium grows, there is a lack of suitable personnel in the company for innovation projects, there is a lack of knowledge and access to the new markets being striven for, there is a lack of strategic alliances between stages in the value chain as well as experience in initiating, applying for and implementing publicly funded projects. 2. A catalogue of support services A catalogue with 37 specific support service elements was defined. These can be categorised into four aspects of inter-organisational innovation processes. They relate to the initiation and preparation of innovation activities, the realisation of innovation activities, the dissemination of knowledge and networking with actors within the innovation system. 3. Definition of key performance indicators to characterise the development of networks, which create the basis of a continuous improvement process Branch-specific key performance indicators on how the financial capacity to implement planned innovation activities, member numbers and contributions within the network, personnel of the innovation broker as the central operating actor in the network, as well as the support ratio as a dimensionless key for quantifying the scope of support in interactions, constitute the basis for a continuous improvement process and serve benchmarking with other networks.
5 Content I Content Glossary List of abbreviations III V 1 Introduction Problem description and objectives Research design 3 2 Challenges and trends in the agrifood industry related to interorganisational innovation processes Innovations in the agrifood industry The process of generating innovation Networks as a nucleus for inter-organisational innovation processes The need for inter-organisational innovation activities in the agrifood industry Barriers related to the innovation process 28 3 Framework for identifying the demand for management support based on single company criteria Theoretical background for the provision of management support services Concept for identifying the demand for management support services 40 4 Identification of the demand for management support based on single company criteria Demand profiles of SMEs and large companies Demand profiles of companies with and without R&D cooperation experience Interim discussion 45 5 Framework for the planning and conception of a procedure model to identify the demand for management support based on multidimensional criteria 5.1 Theoretical framework to develop a procedure model for a multidimensional analysis Methodical procedure for a multi-dimensional analysis Category system for the analysis of the initial situation Category system for the analysis of available resources Organisation of management support services for the resource procurement Selection of cases for the application and validation of the procedure model 60
6 II Content 6 Implementation of the concept to identify the demand for management support in three pilot situations Case study 1: Integration of sustainability aspects in a regional pig and pork 63 production chain Initial situation Available resources Organisation of management support services for the resource procurement Case study 2: R&D on innovative measuring technologies in the meat 77 industry Initial situation Available resources Organisation of management support services for the resource procurement Case study 3: Standards for data collection to detect animal health status in 87 piglets farms Initial situation Available resources Organisation of management support services for the resource procurement Interim discussion The provision of management support services Catalogue of management support service elements Key performance indicators for service providers offering management support services Conclusion Summary Zusammenfassung 132 References 136 List of figures 145 List of tables 147 About the author 148
7 Glossary III Glossary Terms Diffusion of innovations Innovation activity Innovation broker / innovation intermediary Innovation cooperation Innovation management Innovation network Innovation process Innovation system Inter-organisational innovation process Management support or management support services Multi-actor innovation activity Definition Diffusion of innovations is a process of spreading new ideas and technologies from the innovator to other individuals and groups. The phases can be described as following: basic research, invention, innovation, adaptation and diffusion (incl. interrelations and back coupling between the described single phases) Innovation is based on a range of different activities like scientific, technological, organisational, financial and commercial processes. By the combination of several innovation activities the overall goal of an innovation can be reached: Introducing new ideas to increase performance. An innovation broker is an organization acting as a member of a network of actors in an industrial sector that is focused neither on the generation nor the implementation of innovations, but on enabling other organizations to innovate (Winch and Courtney, 2007). In innovation cooperation, actors make use of the innovation system, which contains the interaction between actors that are needed in order to turn an idea into something new to be introduced on the market. The cooperation is a relationship between organisations that involves sharing resources and competences to follow complementary goals. Innovation management is the discipline of managing processes in innovation. It is not purely a function of R&D. Instead, the other innovation activities need to be integrated as well (see above). Innovation networks comprise of strategic alliance with universities, research institutions, business actors etc. Networks bring actors together who are connected by a specific link or knowledge basis. Innovation networks are small innovation systems with similar system characteristics and interactions. Innovation process is the process of generating innovation. An innovation process is initiated by changing conditions and environmental influences. It can be divided into three main phases: initiation, realisation and exploitation. The process is characterised by iterations of single process steps. The process is successfully achieved after an innovation becomes a commercial success. The innovation has to be implemented on the market and then has to increase the performance of the market actor(s). The innovation system is the total of innovative units in an economy, including the related external structures. The innovation system is characterised by business, other private, public and governmental institutions. Furthermore science, research, financial institutions are of relevance. The innovation system is understood as a system with connected actors, organisations and institutions that are part of the generation, the transfer and the market implementation of innovation. Instead of realising innovation processes as single actor cooperation with others are accomplished by sharing of knowledge and resources (see as well above innovation cooperation ). Services that support actors by initiating and implementing innovation activities. By this, actors within an inter-organisational innovation process would be able to concentrate solely on the content of an innovation activity the generation, adaptation and exploitation of new knowledge. While the service provider is taking over transaction and coordination tasks. Innovation activities involving a multiplicity of actors. Only by integrating more than one actor it is possible to implement the innovation activity.
8 IV Glossary Terms Research and Development cooperation Single-actor innovation activity Supply chain / value chain Supply net chain / value net chain Transaction and coordination tasks in inter-organisational innovation processes Definition R&D cooperation is similar to the inter-organisational innovation process (see above) expect that the focus is only on the research and development as one innovation activity (without focussing on other innovation activities; see above) Innovation activity that can be implemented by a single actor. Supply chains are defined by having several production stages (e.g. farm, processing, retailer and consumption level) The net chain is a supply chain supplemented by further elements to networks (e.g. technology suppliers, services from veterinarians, laboratories, animal trading and transportation companies, inspections etc.) Barriers related to the initiation and accomplishment of interorganisational innovation activities occur due to the fact that actors need to make efforts to handle uncertainties by opening up their institutional borders and to interact with others.
9 List of abbreviations V List of abbreviations BtB BtO BtPA CIP CIS F&E GDR GMO IBtB IBtO IBtPA IBtS ICT KIBS MSSE NACE NPD PAtO PAtPA PGI PR R&D SME SR StB Business to business collaboration Business to others collaboration Business to public authorities collaboration Continuous improvement process Community innovation survey Forschung und Entwicklung (research and development) German Democratic Republic Genetically modified organism Innovation broker to business collaboration Innovation broker to others collaboration Innovation broker to public authorities collaboration Innovation broker to science collaboration Information and communication technology Knowledge intensive business services Management support service element Statistical classification of economic activities in the European Community New product development Public authorities to others collaboration Public authorities to public authorities collaboration Protected geographical indication Public relations Research and development Small and medium sized enterprise Support ratio Science to business collaboration
10 VI List of abbreviations StO StPA StS Science to others collaboration Science to public authorities collaboration Science to science collaboration
11 1 Introduction 1 1 Introduction 1.1 Problem description and objectives Consumer demand orientation and more effective value chain coordination mechanisms are essential for the competitiveness of the agrifood industry. This requires a complex mixture of innovations: like new products, redesign of production processes, new or improved chain coordination mechanisms and new market approaches. Single companies are not able to deal with all the needed innovations on their own (like for example an industry wide orientation shift, value chain or network oriented innovations etc.). But the fact is that innovation processes involving a multiplicity of actors (multi-actor innovation) can be particularly complicated especially in the meat industry. Since the meat industry is structured by numerous small and medium sized enterprises (SMEs) in various stages of the value chain but also by a few large (multi-)national companies. Furthermore, the meat value chain is based on the division of labour (often across national borders) (Theuvsen, 2004). The need for complex, system oriented and inter-organisational innovation processes in the meat industry is present. And cooperation (e.g. business to business, BtB, and science to business, StB) will inspire the improvement of processes and systems within the meat industry. As a result, networks and clusters have been created in various areas of research and development, which, among other things, are aimed at increasing the innovative power of business companies. However, so far there have been hardly any concepts on how the range of services can be made to be customer-oriented through the management of such networks. Looking at network research shows that although different management practices and diverse management instruments are discussed in a differentiated fashion and in regard to their contribution towards network development (Sydow, 2006), the topic of services for networks is not being treated explicitly (Sydow and Zeichhardt, 2009). Network services are a specific network management tool, a more or less formalised method, the use of which makes network development possible (Sydow, 2001; Sydow, 2006; Windeler, 2001). The customer-oriented approach for identifying a network s need for support as the basis for the service portfolio being offered is a step towards continuous improvement on the network management level. The essential reasons for missing concepts in this area are: Lack of inter-disciplinary research groups in this area, Lack of incentive mechanisms for structural advancement of innovation networks, especially in the agrifood sector, Lack of company awareness to utilise resources in order to strengthen and expand their innovative power,
12 2 1 Introduction Lack of insight to be able to promote sector-specific support services and take advantage of them, Lack of organisational structures geared toward value chains and networks. Within the framework of this thesis a procedural model is to be suggested, as a problem solving strategy, on how support services in inter-organisational innovation processes can be designed in a customer-oriented fashion. Within this process the side of the potential service recipient (network partner) and that of the service provider is to be observed using the example of an organisation active as a network manager in inter-organisational innovation processes. Methodical-theoretical approaches to strategic management as well as principles of quality management will be brought together hereby. The agrifood industry and especially the innovation activities within the value chains of the meat industry serve as examples here. The aim of this thesis is to present and explain how the network actor s need for support can be identified. Hereby a procedure is to be tested on how this demand can be covered by employing different service elements. This will be done with the aim of creating customer driven services as a success factor to determine the sustainability and competitiveness of innovation networks. The customer-oriented approach in this thesis refers in particular to business actors in innovation networks that make use of support services for the initiation and implementation of innovation activities (service recipients). It will then be shown, from the point of view of the service provider, in which characteristic phases a network and network management (as a service provider) develops, and how it can be described with the help of key performance indicators. The study follows two theses hereby: Thesis statement 1: Support services are requested by network actors in particular when innovation activities prove to be especially complex and much interaction between actors is necessary in order to implement the innovation activity. Through the resulting interface between the participating actors the transaction and coordination costs in inter-organisational innovation processes increase. Thesis statement 2: Network management is decisively responsible for the development of the network. It is indispensable as a central actor for the control of networks. Hereby it is necessary to know the network members support needs and to direct the range of services towards them. In accordance with these hypotheses a concept is to be developed and tested, with which the support needs of business actors in inter-organisational innovation processes can be identified. The aim is to test how a support service offer can be made to be target group specific.
13 1 Introduction 3 Last but not least the key performance indicators for the characterisation of network and network management development, which are suitable for showing the continuous improvement process, are to be identified and defined. In accordance with this the following central research questions (RQ) should be answered: RQ 1: How to identify the demand for management support in inter-organisational innovation processes? RQ 2: How can management support be organised in inter-organisational innovation processes? RQ 3: How can the development of networks (with sectoral characteristics) be determined? 1.2 Research design The quality management method of the Deming Cycle will be used in this work for the improvement of services in the area of offering management support in interorganisational innovation processes. An approach according to the Deming Cycle has been established for almost three decades as a successful strategy in quality management (Geiger and Kotte, 2008; Madu and Chu-hua 1993; Pfeifer, 2001). The concept is often referred to as the Shewhart Cycle since it was originally developed by Walter Shewhart. Nevertheless, it was taken up and promoted very effectively from the 1950s onward by the famous quality management authority, Edward Deming. Deming ensured the prevalence of the Shewhart Cycle to the extent that it is practically only known as the Deming PDCA Cycle for development and quality improvement (Injac, 2007). The cycle consists of four stages, referred to as Plan, Do, Check and Act (PDCA). It is used when a new improvement project starts. It can also be used for the development of a new or improved design of services. Figure 1.1 clarifies the content presented in the individual chapters of this thesis, which is aimed towards the regulating principle and schedule of the PDCA Cycle phases.
14 4 1 Introduction Figure 1.1: PDCA-Cycle as a method for developing customer driven management support services in inter-organisational innovation processes In the first step of the Deming Cycle, PLAN, the analysis results of the initial situation are summarised. In chapter 2 the challenges and trends in the agrifood sector are introduced in order to highlight the need for innovation cooperation. In addition, the barriers in regard to the initiation and implementation of inter-organisational innovation cooperation, and thereby the potential for improvement, are presented in this chapter. Furthermore, subchapter 3.1 elaborates on concept development for the improvement of the initial situation. Hereby the question is in the foreground as to whether and which demand for support during the initiation and implementation of inter-organisational innovation processes exist in this sector, and which support services are to be offered to cover the demand. Sub-chapter 3.2 describes the implementation of the empirical-quantitative study for identifying the demand for support ( DO ). With this study the first assessment of the demand for support in inter-organisational innovation processes (using the example of the
15 1 Introduction 5 innovation activity R&D cooperation ) will be carried out. Table 1.1 gives a summary overview of how the different studies are classified within the context of the entire paper. Chapter 4 presents the results of the empirical-quantitative study ( CHECK ). Hereby the identification of the demand for support by actors in inter-organisational innovation processes concentrates on two groups. These can be distinguished based on the features of company size and cooperation experience (single-company criteria). Aside from smallscale implementation of the empirical-quantitative study, a modification of the concept based on the experiences and knowledge gained will be made in chapter 5. Where the ACT-Phase of the Deming Cycle is carried over onto the content of the next chapter (6), then it is in regard to the concrete application. The modified concept for identifying the demand for support of actors in inter-organisational innovation processes is validated in three pilot situations (empirical-qualitative study, see Table 1.1). In addition, using the example of the case studies, chapter 6 describes how the need for support services can be covered with specific service elements. As a result of the case studies, chapter 7 describes a catalogue of service elements or whole service bundles. It can be made to suit the respective customer needs (7.1). In addition, in sub-chapter 7.2 the analysis of development of a branch-specific network is shown over time. This is done with the help of key performance indicators for characterising the development of such networks.
16 6 1 Introduction Table 1.1: Characteristics of sub-studies Substudies Literature study Empirical study (quantitative) Empirical study (qualitative) Empirical study (quantitative) Criteria Phase of the Deming Cycle Plan Do Check Aim Theoretical background Data & methods Subquestion Check Act Start of 2 nd PDCA Cycle (continuous improvement process) First estimation of the demand for management support services Determination of a relationship between the demand for management support services and single company criteria Identification of the demand for management support services based on multidimensional criteria This is done by identifying missing resources in three pilot situations Exploration of the organisation of management support services for resource procurement as a basis for the catalogue of management support service elements Exemplary analysis of an innovation broker with sectoral characteristics Determination of key performance indicators to characterise the development of networks (with sectoral characteristics) as the basis for a continuous improvement process 1.a, 1.b, 2.a 1.a 1.b, 2.a - 1.a Is there a relationship between the scope of expressed demand for management support and single company criteria? 1.b How to identify the demand for management support based on a multi-dimensional approach? 2.a How to organise management support in inter-organisational innovation processes?
17 2 Challenges and trends 7 2 Challenges and trends in the agrifood industry related to interorganisational innovation processes Within a modern industrial economy there is an enormous need for continuous innovation so as to compete with or to have a lead over competitors, independent of the sector. This applies both on the micro and macro-economic level. All companies and all sectors are confronted with increased competition resulting from the open internal European and global markets. To meet this competition, scientific research, technological development and innovation are crucial. They represent core aspects of the knowledge-based economy. On the micro-economic level, innovation is of relevance since the competitiveness of single companies depends on their innovative capability. The competitive pressure caused by globalisation requires continuous improvement of performance. Furthermore, increasing competition generally leads to shorter product life and innovation cycles (Vahs and Burmester, 2005). At the macro-economic level, innovation is of great importance since it is associated with large investments (e.g. construction of research facilities, acquisition of operating resources or recruitment of additional personal). Besides that, Vahs and Burmester (2005) have detailed the interrelation between these investments and a positive effect on turnover and acquisition activities. Innovation is combined with multiplier and capital accumulation effects. Due to that, innovation becomes the driving force behind economic development. A positive relationship between innovation activities and annual turnover can be observed also in the food industry (see Figure 2.1 which is based on a German example). NACE 15: Manufacture of food and beverages Non-innovative enterprises; absolute value (million EUR) Enterprises with innovation activity; absolute value (million EUR) All enterprises; absolute value (million EUR) Total turnover of enterprises in 2006 in Million EUR Key data information Community Innovation Survey 2006 Data Geo: DE - Germany (including ex-gdr from 1991) Time: 2006 Non-innovative enterprises Enterprises with innovation activity All enterprises NACE: Statistical Classification of Economic Activities in the European Community Figure 2.1: Relationship between the implementation of innovation activities and annual turnover in the food industry (based on data from the 2006 Community Innovation Survey CIS)
18 8 2 Challenges and trends Innovation in the food industry (taking Germany as an example) has a positive impact (among others) on the range and the quality of goods and services provided, on the entering of new markets and increasing market share (Figure 2.2). Effects of innovation on specific units / indicators Meeting regulatory requirements Increased range of goods and services Improved quality of goods or services Reduced material consumption and energy used per unit output Entering new markets or increasing market share Reduced labour costs per unit output Improved flexibility of production or service provision Reduced environmental impacts or improved health and safety Increased capacity of production or service provision 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Key data information CIS 2004 Data Extracted on: Geo: DE - Germany (including ex-gdr from 1991) Time: 2004A00 Percentage of investigated companies in the food industry that rated highly important effects of innovation Figure 2.2: Effects of innovation in innovative enterprises within the food industry (based on data from the 2004 CIS) It is a challenge for those involved in politics, the economy and the scientific world to promote innovation within and between companies with the aim of improving performance in the globally competitive environment. This also concerns the meat industry at both the value chain and network levels. Value chains in the meat industry are as follows: Farm production, Processing (incl. slaughtering, cutting and deboning), Wholesale and retail (including export), Consumption (gastronomy and consumers / citizens 1 ). The value chain described by the above production steps is supplemented by further elements involving value-adding networks (Deimel et al., 2009; Lazzarini et al., 2001; Plumeyer et al., 2009). These elements are raw materials suppliers like feed producers, animal genetic resources in terms of animal breeds, food ingredients and food additives. Furthermore, technology suppliers are essential factors for meat production. Additionally, the production process relies on particular services from veterinarians, laboratories, animal trading and transportation companies, market research, consulting, inspections, certifications institutions etc. (a typical pork value net chain is illustrated in Figure 2.3). 1 People relate to the pork-producing sector and to pork-based products in two ways: via their role as citizen, and via their role as consumer. Negative externalities of pig production (e.g. odour, nitrates in drinking water) shape citizens' reactions and may give rise to societal concerns. As consumers, people relate to pork-based products and their characteristics based on their eating habits and preferences for quality attributes, nutritional aspects, price etc.
19 2 Challenges and trends 9 Figure 2.3: Levels of the pork value net chain (modified after Deimel et al., 2009; Mack, 2007; Plumeyer et al., 2009; Schulze Althoff, 2006; Schütz, 2009) After the positive effects of and necessity for innovation have been briefly presented, the agrifood industry will be examined as regards the aspect of innovation. Following this, the process of generating innovation will be illustrated (see 2.2). This process can be hampered due to missing resources and competences. One possibility to avoid or reduce these problems is inter-organisational innovation cooperation (see 2.3). Nevertheless, this solution process presents a number of difficulties that are outlined in subchapter 2.5). 2.1 Innovations in the agrifood industry The term innovation is used in many different technical disciplines. One can find a very wide range of definitions. All of these definitions contain the aspect of something new. The Latin origin of the word innovation is innovatio, which means renewal and change (Baer and Wermke, 2000). Schumpeter (1934) defined innovation as the creation of new combinations. These innovations can be new products, new methods of production, new sources of supply, the exploitation of new markets, or new ways to organise business (Batterink et al., 2006). A result of the process of introducing new ideas to the firm is to increase its performance 2 (Rogers, 1998). It should be noted that an innovative idea, an innovative concept or an invention is no innovation until the idea has been productively incorporated into the enterprise s activities. Subsequently, it has to be introduced to the market (European Commission, 2004; Hauschildt, 2004; Rogers, 1998). That means that specific organisational, financial and commercial steps (which are intended to lead to the implementation of innovations) are as crucial for the innovation process as is the result of successful R&D. This implies that an innovation can only be finally evaluated after it has been put into action, which is a difficult task. The success of an innovation can be measured by using criteria defined by different interest groups (Gärtner, 2007). It might be easier to measure the return on innovation investment for a single company by comparing the profits due to new products or services with the research, development and other direct expenditure related to the innovation (with a time dimension of three, five or ten years). In contrast, it is more difficult to measure the success of an innovation being for example the result of public funded research projects. A public financing and development 2 Performance can be increased on several levels: On the level of a single enterprise, at production chain level, at production network level, at sectoral level etc.
20 10 2 Challenges and trends fund provider need to compare the profits of a whole sector based on innovations with the research and development (R&D) investments. This is additionally more difficult since a public fund provider has the tasks to support in addition basic research (beside applied research) as the foundation for future long-term innovations. But often basic research is an expensive activity and the return on investment (if any) will take place at an indeterminate future date (see as well p. 13). Innovation is a quite diffuse term. For further clarification the term can be classified using several dimensions (Hauschildt, 2004; Gärtner, 2007): 1. Regarding the content and type of innovation (what is new?) 2. Regarding the scope of innovation (new to whom?) 3. Regarding the degree of innovation (where does the new aspect start and how new is it?) (1): Regarding the type of innovation, the literature distinguishes mainly between process, product / services, business, marketing and organisational innovation 3 (Pleschak and Sabisch, 1996; Porter, 1990; Schülin, 1995; Vahs and Burmester, 2005). Some authors mention as well more difficult to define types of innovation such as a shift in corporate culture (Henry and Walker, 1991) or social innovations. (2): To differentiate between two types of innovation, the dichotomy new for the firm versus new to the market should be pointed out. An innovation can be implemented in a single enterprise, in a regional market, at the national market or on the global market. Innovativeness can be analysed from the macro- and micro-perspective. The macroperspective focuses on the market and the resulting competitive environment while the micro-perspective focuses on a particular innovation in a firm (Bröring et al., 2006; Garcia and Calantone, 2002). Due to that, the term diffusion can be explained. An innovation is diffused after it is implemented on the market after being implemented by single firms (Bierfelder, 1994). The management of a company can independently decide to implement an innovation activity (single-actor innovation). Conversely, new implementations within the value chain (such as logistical issues, chain oriented IT-communication systems or chain oriented quality management systems) need to be agreed upon and adopted by several managers from different companies (multi-actor innovation). This is a more complex approach with a wider range of variables (see Figure 2.4). If the entire system (chain and network perspective) including all its public and private stakeholders needs to be developed further, the innovation has to be based on a multi-actor innovation (for example the development of a new image or a new sustainable production system standard for all companies in a certain region). Figure 2.4 illustrates the difference between single- and multi-actor innovation. The more complex the institutional system that is working on an innovation (from one enterprise to a whole network of actors), the more organisations and 3 Including innovations regarding the value chain organisation.
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text:
Projects & Events
Tag, Poke and Follow
to your heart's content.
The Next Level Indie Forum
New mobile games event coming to London
The Next Level Indie Forum is dedicated to start-ups, indie developers and small studios positioning themselves for growth.
The event covers topics from funding, discovery, monetisation and user acquisition to production strategy, creative vision and game design.
The conference will take place in London between January 20th and 21st.
Visit the official website for further details.
Source: Develop Online
- Event Details
- Date: January 20th and 21st 2015
- Venue: 155 Bishopsgate
- Postcode: EC2M 3YD
- Go to the venue on Google Maps
- Contact Details
For more details on the event please visit the offical website: http://www.globalmgf.com/london/
For more information on Creative Front please contact email@example.com

subset: commoncrawl


text:
Crown Preparation (Out of Print)
|Publication ID
|November 29, 2010
This resource is an online course demo to provide dental students with fundamental didactic and technical knowledge to begin preclinical skill development for full crown preparations. This course was developed by Ronald Kaiser and Heiko Spallek at Temple University, School of Dentistry. This crown preparation course for predoctoral students uses state-of-the-art multimedia technologies. Students are able to directly manipulate three-dimensional models of various crown preparation stages. This can be used without any restrictions with any browser as long as the 3 plugins are installed as outlined on http://www.dental.pitt.edu/informatics/crownprep/index.php
Editor's Note
This publication is out of print as it contains expired content and/or no longer aligns with MedEdPORTAL Publications' policies.
Spallek H, Kaiser R. Crown preparation (out of print). MedEdPORTAL Publications. 2010;6:1656. http://doi.org/10.15766/mep_2374-8265.1656
General Information
Educational Objectives
The course objective is to provide dental students with fundamental didactic and technical knowledge to begin preclinical skill development for full crown preparations. The course incorporates a variety of interactive features including images which allow students to examine the dimensions and contours of the burs in comparison to the dimensions and the shape of the crown preparation. QuickDraw 3D allows the direct manipulation of 3D graphical models by the users.
- Crowns, Burs, 3D Modeling, Teeth, Dentistry
Prior Scholarly Dissemination
Honorable Mention: Software Competition "2001 Instructional Computing in Dentistry" (American Dental Education Association)
This information is made available under the Creative Commons license.
More details
Spallek, H, Kaiser, R, Boberick, K, Boston, D, Schleyer, T: Web-based 3D online crown preparation course for dental students. AMIA Fall Symposium, Los Angeles, CA, November 4-8, 2000.
Authors & Co-Authors
Primary Author
Heiko Spallek, DMD, PhD
University of Pittsburgh School of Dental Medicine
Ronald Kaiser


text:
This studio explores the historic and complex urban environment of Prague and examines how contemporary interventions can become part of the urban cultural fabric and the natural systems of the city. During the course of the semester you will explore the urban structure of the city and develop strategies to visualize and interpret urban space.
The Studio is also intended to give you the opportunity to further develop and refine your physical design skills. Specifically, the studio will focus on developing your ability to accurately envision space, communicate complex design ideas to yourself and others through a variety of media, and understand and depict complex relationships which can be used as a catalyst for creating exciting and enriching environments. In addition, throughout the semester you will explore the impact of both culture and the environment on urban form.
The main focus of the semester will be to exploring the structure of the urban environment and how cultural and natural elements impact the experience of place. Over the course of the semester students will be involved in a series of short analysis projects and one major design project dealing with a specific aspect of the Prague urban environment.
The objectives or the course are to:
- Expand your insight into the social and cultural context of design.
- Develop your ability to depict space and your perception of spatial relationships and structure.
- Expand your design thinking to include the context of change and the importance of understanding context when being involved in urban design projects.
- Develop your ability to deal with complex urban design problems and begin to understand the issues that confront a designer when working in a culture other then their own.


text:
I'm curious. I just have that innate need to know. I check everything out. You can't hide anything from me either! Don't even try. Why do you put things in that bag and why do you take it with you when you leave? Mostly I want to know why you close it so I can't take a nap in it! Why do you look at the black picture frame on your wooden cat lounging space all day while playing with what you call a "mouse"? Why do you move me when I lay on the wooden cat lounging space while saying "I'm trying to work Seri"? Why do you work on a space clearly designed for cats? Why do you call it a desk? What's in that bag?? Where are you going? What's that?
I love learning, despite my foster mom's efforts to thwart my attempts to expand my knowledge. I also love naps! And, a window I can lay in or in front of with the sun shining on me while I watch and learn about the things outside. I am very sweet, affectionate and adore being petted. I don't get in much trouble - I just get moved around from comfortable spots on a frequent basis. I'm a pretty easy going girl, despite my curious nature being a bit extreme. I'll love your forever!!
HSTC is always in need of donations, volunteers and foster homes. You can find out more about our rescue, our pets and ways you can help by visiting our website at www.myhstc.org. Our telephone number is voice-mail only and is checked several times per week. Email is the best way to contact us. You can always message us through our website as well.
HSTC holds small adoption events at PetSmart in Albany, GA on the first and third weekends of each month where you can meet some of our dogs available for adoption. PetSmart Charities holds national adoption events during the months of February, May, September and November and HSTC participates in each of these national events. HSTC does not hold our normal first and third weekend events during the months of the national adoption events. We are happy to schedule a meet and greet with potential adopters who would like to meet particular dogs once an application is approved.
We require a completed adoption application with a vet reference provided. We screen all applications prior to a meet and greet and we will call your vet to verify your information. Adoption applications are approved on a case-by-case basis, taking into consideration matching the needs of the pet to an owner. Some long distance adoptions may also require a home visit from a local animal rescuer in the adopter's area.
HSTC is an all volunteer organization - we have no paid staff and we DO NOT have a shelter. The majority of our pets are in individual foster homes with fosters who work full time jobs - some of our dogs are in boarding at one of our vet's offices. We make every effort to respond to questions and make contact on applications within 24-48 hours of receiving them. Please be patient with us.
Thank You!
Your message has been sent to Humane Society of Terrell County.
You'll receive a copy, too, at to help you keep track of which pets you've inquired about, and which shelters and rescues you've emailed.
NOTE: Some shelters have physical locations you can visit; some of these shelters may only have pets for a limited time, so please do not wait for a reply—just go visit the shelter! Other organizations are rescue groups run by busy volunteers who may take a while to reply. You can find information about the shelter or rescue group caring for this pet, and their adoption procedures, on the pet's details page on Adopt-a-Pet.com.


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DJ Snake - Middle (Audio) ft. Bipolar Sunshine MP3
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New 2015 song. ------------------------------------- This is a remix of Eminem's verse on recent Shady Cypher by MetropolisRemix ☆Remix by MetropolisRemix ...
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I do not own the copyrights to this song.
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Provided to YouTube by Warner Music Group The Middle Finger · Wale The Album About Nothing ℗ 2015 Maybach Music Group, LLC/Atlantic for the United ...
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Kidd Kidd - Middle Finger (Official Dirty Version) MP3
New Kidd Kidd "Middle Finger", produced by Ky Miller. "Street Fame" coming soon!
YG - Twist My Fingaz (Audio) MP3
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Twist My Fingaz
YGYou shoulda seen how a nigga pulled up in the ride In the ride, in the ride Got two mothafuckas wanna fight me outside Fight me outside, fight me outside You shoulda seen how a nigga pulled up in the ride In the ride, in the ride Got two mothafuckas wanna fight me outside Fight me outside, fight me outside I just do my dance and cuf[...]
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Piff Gang Featuring Louis M^ttrs - Middle Finger (Official Video) MP3
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Emilio Rojas - Middle Finger MP3
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Kevin Rudolf - Let It Rock ft. Lil Wayne MP3
Music video by Kevin Rudolf performing Let It Rock. YouTube view counts pre-VEVO: 22655556. (C) 2008 Cash Money Records Inc.
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Kevin RudolfKevin Rudolf I see your dirty face Hide behind your collar What is done in vain Truth is hard to swallow So you pray to God To justify the way you live a lie, live a lie, live a lie And you take your time And you do your crime Well you made your bed I made mine Because when I arrive I, I bring[...]
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Originally posted on Fox Sports Southwest | Last updated 2/28/13
After just one year at Texas A&M, football coach Kevin Sumlin earned a raise of 1.1 million per year, a more than 50 percent increase over his previous salary. Now that was a good year. Sumlin's new contract, as reported in The Dallas Morning News, will pay him 3.1 million per year, an upgrade from his original deal which paid him 2 million per year. Sumlin's contract also was extended through the 2017 season. The new deal was announced before Feb. 6, National Signing Day, but an open records request made by The Morning News revealed details, including that the contract was not finalized until Tuesday with the signatures of A&M president R. Bowen Loftin and athletic director Eric Hyman. Sumlin signed the contract Monday. The new contract came after a breakthrough season for A&M football in Sumlin's first season as head coach. The Aggies went 11-2 in their inaugural season in the Southeastern Conference and won the AT&T Cotton Bowl. Quarterback Johnny Manziel won the Heisman Trophy during the same season. Manziel will return for the 2013 season with A&M expected to be ranked highly in preseason polls. In addition to Sumlin's raise, the pool for his assistants was raised from 2.7 million in 2012 to 3.4 million in 2013. Sumlin's buyout is still 2 million, but the amount is reduced by 400,000 on March 31 every year of the contract. Among the bonuses Sumlin can earn: 400,000 for winning a national championship or 300,000 for appearing in the national title game; 300,000 for winning a non-national title BCS bowl or 250,000 for appearing in one; and 100,000 for playing in the SEC championship or 150,000 for winning it. Sumlin and his staff can also share up to 100,000 in bonus money each year if the football program's Academic Progress Rate achieves certain measurements . Follow Keith Whitmire on Twitter: @Keith_Whitmire
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The hotel heiress sued LeBonitas more than a year ago for 1.5 million dollars, charging it breached a contract by not promoting a line of undergarments she lent her name to. LeBonitas countersued, blaming the failed dealings on an uncooperative Hilton.
The case went to court in New York City last month and a judge ordered the two sides to settle the dispute in mediation, and Tmz.com reports they have now reached an out of court agreement to end the legal battle. Hilton attended a settlement conference on Monday.


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Acer is showing off, behind glass, it's new HMD and we got a closer look at the new device but sadly, could not try it on.
Recent Acer Stories
Quick Look: Acer Chromebook 14
BY Paul Thurrott with 0 Comments
With Android apps coming to Chromebook this summer, I thought it was time to upgrade from the aging Toshiba model I'd been using. And while I'd love to have a Chromebook Pixel, the $1300 asking price was just a bit too high. So I've purchased the next best thing, a new Acer Chromebook 14.
Acer and Microsoft Partner to Take on Chromebook in the Classroom
BY Paul Thurrott with 0 Comments
Acer and Microsoft revealed this week that they have collaborated on a new Windows 10 laptop aimed at the education market. Dubbed the TravelMate B117, this new laptop provides unique interactive features that are ideal for the classroom.
CES 2016: Hands On With Acer's New Windows 10 Phone, Liquid Jade Primo
BY Brad Sams with 0 Comments
Acer has a new Windows 10 Mobile device called the Liquid Jade Primo and it supports Continuum, the first non-Microsoft phone to do so.
Acer Announces First Windows Phone 8.1 Handset
BY Paul Thurrott with 0 Comments
Acer used to sell a gorgeous Windows Mobile handset outside the United States, but this week the firm announced its first-ever Windows Phone 8.1 handset. Unfortunately, in keeping with Windows Phone's market trends, the Acer Liquid M220 is very much a low-end device. Windows Phone fans, this is not the flagship you're looking for. "With […]


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EURUSD weekly trading strategy
EURUSD: Evening Star Candle Set To Trigger Further Correction
EUR put in a weekly lower close and printed an evening star candle formation(top reversal signal) to close at 1.4481 at the end of the week. Though still retaining its bullish medium term structure, the formation of this pattern on the back of its previous week failure at the 1.4844 level has now posed a threat to further downside with its MT rising trendline currently at 1.4424/46 levels, its Aug 09 high being aimed at. A combination of these two levels should provide support thereby turning the pair higher again. A setback below there if it materialize will turn focus to the 1.4176 level where its Sept 01'09 low is located. Its weekly RSI now turning lower is supportive of this view. However, on a build on its Friday recovery, EUR should head further higher towards the 1.4711 level, its Sept 28'09 high followed by its YTD high at 1.4844. Above the latter will resume the pair's medium term uptrend and put it on the path to further upside gains towards the 1.4875 level, its Sept 21'09 high ahead of its psycho level at 1.5000 and then the 1.5082 level, its Aug 10'08 high. Overall, though retaining its bullish medium term outlook, EUR is now faced with downside pressure having lost momentum at the 1.4844 level.
Directional Bias:
Nearer Term -Bearish
Short Term - Bullish
Medium Term -Bullish
Performance in %:
Past Week: -0.77%
Past Month: +2.22%
Past Quarter: +4.37%
Year To Date: +4.32%
Weekly Range:
High -1.4720
Low -1.4481
Weekly Chart: EURUSD


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WOOL AND COTTON TOPLight Grey
Delivery Methods
- Standard £5
- Next Day £7
- Same Day £15
- Collect In Store Free
We also offer Free returns on all UK orders.
For next working day delivery please order before 3:00pm
For same day delivery within London please order before 1:00pm.
All orders will be delivered by courier and will need to be signed for.
For a mix of comfort and breathability, the Stannington light grey top has been woven from a wool and cotton blend. Pair this wardrobe staple with black jeans, black jodphur boots and a navy shawl neck cardigan for a contemporary off-duty look.
- Crew-neck
- Long sleeves
- Cotton and wool fabrication
To ensure every REISS garment is the perfect fit for you, please refer to our size guide and check our measurements.
The model is wearing a size M
Model is 6ft 2"/188 cm, and a size 38
Composition - 50% Wool 50% Cotton
Washcare - Machine wash


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Cedar City, UT 84720
Hi, Blueroof .com.
My name is
and I have a question about Cedar City
You can respond by either emailing me at
or call during
My Question Is:
Estimated Monthly Payment$5,051
- Photos
- Location
- Questions
- Share
- Mortgage Calculator
- Status: Pending
Listing courtesy of Coldwell Banker Commercial Advantage
Flat parcel perfect for residential development. Beautiful views in growing area. Underground water rights in Area 73-South available for separate purchase. Includes two cell tower leases with approx. 16 years remaining, valued at $301,104. Homes and surrounding acreage (approx. 6 ac.) are excluded from parcel.
Interior Features Include:No Information Available.
Exterior Features Include:
See Remarks
Acreage: 187.0000 Acres
Lot: See Remarks, Terrain: Flat, View: Mountain
Driveway Concrete
Other Features Include:
Water: Well(s)
Utilities See Remarks, Power: Connected
Land Use Sage, Weeds
Culinary Water Well(s)
Irrigation See Remarks
Taxes 1423
Information deemed reliable but not guaranteed accurate. Buyer to verify all information.The multiple listing information is provided by Wasatch Front Regional Multiple Listing Service, Inc. from a copyrighted compilation of listings. The compilation of listings and each individual listing are © 2014 Wasatch Front Regional Multiple Listing Service, Inc., All Rights Reserved. The information provided is for consumers, personal, non-commercial use and may not be used for any purpose other than to identify prospective properties consumers may be interested in purchasing.


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Chiranjeevi is in news for wrong reasons once again. The actor has had bad instances of getting caught on camera while losing his cool during many of his political meetings.
This time he was spotted shouting at his own fans, which is quite difficult for mega fans to digest. Chiranjeevi is in fact known for his extreme patience in dealing with his fans but a video that is making rounds online since yesterday, has come as a shocker.
Chiranjeevi graced the audio launch of Ram Charan's forthcoming release, Bruce Lee a week ago. Apparently, while leaving the audio venue, the actor was caught on camera calling a fan, 'Stupid Fellow'.
According to the video, the particular person disturbed Chiru, with his pleasantries while he was on stage. The star yelled at him for his over enthusiastic hellos and questioned if he is expecting him to receive him.
This leaked video, which is now creating a rage on social networking sites, has upset mega fans. Apparently, many opine that it is common for anyone to lose cool.
On account of that, other videos of popular actors, who lost their cool are also trending on twitter. Here is a video of Nagarjuna asking fans to shut up.


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Holidays should be enjoyed in the moment and create cherished memories that last a lifetime. Our personalised approach, invaluable local knowledge, and a commitment to the highest standards of hospitality ensure that our guests enjoy relaxing holidays in this most beautiful part of the World. As a family living and working in Kalkan for more than 20 years, we have carefully selected the best hotels, villas and apartments to meet the wishes and budgets of our many guests.
We know our property owners personally and we work closely with them to provide our guests with a superior level of service; something, we are proud to say, that comes naturally to us.
Vicky and Altan have extensive experience with high end UK tour operators, managing the dreams of guests on the look out for something special from their holiday. As well as providing the perfect place to stay, we can call on a broad network of trusted suppliers and our own popular PADI-accredited Kalkan Dive Centre business, to tailor a holiday with activities and excursions to suit any family.
Please take a look at our featured properties or let us do the work for you. We can advise on the best options to make your stay in Kalkan truly memorable.
Dive packages with accommodations are available through our selected hotels in Kalkan.
Dive-inn packages may vary. Please contact us for our best prices for your requirements.


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WATCH: Jim Carrey gives powerful commencement speech
Jim Carrey charmed graduation ceremony attendants this weekend at the Maharishi University of Management in Fairfield, Iowa. Check out his funny and heart-warming commencement speech below. We love it!
"The decisions we make in this moment are based on either love or fear. So many of us chose our path out of fear disguised as practicality."


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New Hampshire - Congressman Frank Guinta, upset that he could not fool the senior citizens at Riverwoods in Exeter yesterday, chose to resort to his usual tactics—trying to deceive voters. We are amused that Congressman Guinta credited Carol Shea-Porter rather than the Republican at The American Enterprise Institute who actually wrote the words, "Let's Just Say It: The Republicans are the problem," since so many have read the article and will recognize this is one more deception, like the deceptive robo-calls he placed pretending he was not in Congress.
Naomi Andrews, Campaign Manager for Candidate Carol Shea-Porter released the following statement: "Congressman Guinta's bigger problem is that seniors will not forget that he refused to answer the question, 'Should the retirement age be raised to 67?' Congressman Guinta was asked 3 times to answer yes or no, but chickened out in front of his constituents. No wonder Congressman Guinta is hiding and refuses to debate—the truth would come out everywhere."


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Rob writes a column every month for 4 magazines in Cherokee and Cobb Counties : Sixes Living, The Townlaker, Around Woodstock and Around Acworth. He has done this since 2014.
Every month he profiles one dog and one cat from the Cherokee County Animal Shelter and one dog and cat from Cobb County Animal Control and tries to get them adopted.
He also does pet food drives and collects supplies for people who can't afford to feed their pets. This reduces owner surrenders to shelters. All collections goes to the Cherokee County Animal Shelter, Cobb County Animal Control and Pet Buddies Food Pantry.
Rob also does various interviews which he writes about including: Dr. Good (Homeless Pet Foundation), Sheriff Butch Conway (Gwinnett County Sheriff and the Jail Dogs Program), Sgt. Mathew Azaroff of Cherokee Sheriff K9 Department, State Representative Joe Wilkinson R-Sandy Springs who was responsible for the Shelter dog becoming the State dog of Georgia and Roo Yori, American Ninja Warrior competitor and former Frisbee Dog World Champion with Pit Bull Wallace. Rob's recent interviews with Second Life Atlanta and the directors of Cobb and Cherokee County animal shelters can also be read in the interviews section.
Collections since May 2015 (we only started counting at this point.)
Dry dog food : 2526 lb
Dry cat food : 997 lb
Cans of dog and cat food : 760
Bags and Boxes of dog and cat treats : 189
Large and growing supply of assorted toys, beds, crates, blankets, sheets, towels, leashes, collars, antibacterial soap, kitchen towel, medications and grooming supplies.


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Cop Caught On Camera Running From Mouse
Woman Gets Head Stuck In New York City Subway [VIDEO]
Lana Del Rey - Lust For Life Album Trailer {Video} Hit us up on all social media platforms @RatAndPuffShow we would love your feedback on the new album.
Ed Sheeran Boxing in New "Shape Of You" Video.And now my bed sheets smell like you Every day discovering something brand new
Ed Sheeran's New Video Is Here!He reminisces in "Castle On a Hill."
Meryl Streep's 2017 Golden Globes Speech [VIDEO]She is throwin' some serious shade...
Best Pie Face Ending EverWait for it...
[Video] Amazon Alexa Gone Wild! Little Boy's Parents Try To Stop Her!This is hilarious.
Eminem And An Aardvark Spitting Bars in This New MashupDetroit's favorite rapper and everyone's favorite Aardvark made an unlikely team to release a rap video.
Astronauts Won The Mannequin Challenges This Year [Video] Sorry, your family is cute and all... but I don't think you'll be able to top MICROGRAVITY
WATCH: News Anchor Crashes Scooter Live on TV #OhMyFace!Some things are just so *cringe* that we can't look away... #fail
A Yule Log Dumpster Fire to Warm Your Bitter Hearts [VIDEO]someone decided to make an appropriate version of the yule log video... but instead, it's a crackling dumpster fire


text:
Business Studies
posted by Bromine .
I'd like someone to check explain me the following questions related to the text and how to find them out
The following text :
The ARC company produces and sells cosmetics for women and girls. The company is owned by a brother and sitser who originally wanted to earn more money than they could in their old jobs. Although profitable sales have been falling recently. This is causing many stakeholder groups to worry about the future of the business. However the owners are keen for the business to continue and become more successful. sales are falling due to new compettion in the market with exiting new products. So ARC must cut production costs to survive. The company has brought new manufactoring equipment which is much more specailised. As a result fewre workers are neede but this has caused workers to become unhappy with the now boring jobs they have to do. Some workers have now left and this has caused a problem in meeting production targets with ARC being unable to supply some of the retailers who sell their products.
The marketing director is keen to increase the value added of the cosmetics. One product - the Bella prefume - currently sells for $7. It is made from soap bought in by the business at a cost of $2 per item. The director beleives that b y desgining a new luxary packaging for the product added value could be increased.
1- How do the businesses objectives appear to have changed ?
2- Assume the marketing director bought in new packaging at an additional cost of $1 for each item sold. She increases the selling price by 20%. Calculate the new value added of this product.
3- Evaluate one alternative method that the marketing director could use to increase the value added of this product
I've written my answers and I'd like someone to check if they are right as soon as possible
Anwer 1 :
The businesses objectives appear to have changed as the profit has decreased because the company was very keen at the start. But the competiton between products has led the sales to decrease as not many people might buy from the ARC company. The ARC has changed as they have to cut of costs. this is because they need to survive as the economy has moved into recession , and the business is more concerned with survival than anything else even though the profil will be lower.
Answer 2 - The added value will be $11
Answer 3 - The director can offer a gift 0 wrapping service for the perfume so this added feature will add more costs to the compmany but a much bigger added value
Are my anwers right , should i include anymore or is it fine
please help