![]() ![]() The dynamic growth of the brand has driven demand for its expansion to service other markets beyond the US as such, we have heeded that demand and have since developed the growth of Benchmark into Canada, Latin America, the Asia-Pacific region and Europe. ![]() The Benchmark brand has grown dramatically and garnered industry-wide accolades as the definitive hub for in-depth analysis of the players shaping the dynamic practice of litigation. Since its inception in 2008, Benchmark Litigation has been the only publication on the market to focus exclusively on litigation in the US. Welcome to Benchmark Litigation – the definitive guide to the leading litigation law firms and lawyers around the world. For these organizations it makes sense to focus more on the market than on production techniques.Welcome to Benchmark Litigation – the definitive guide to the world's leading litigation law firms and lawyers. It can therefore be concluded that for the vast majority of the respondents (96%) production capacity is currently not seen as an obstacle. The survey results also show that only a very small part (4%) of the respondents indicate that the available production capacity is a challenge for product innovation. There are various methods and techniques for this that are not yet used sufficiently by different organizations. Better cooperation between sales, marketing, and innovators can ensure that product innovation can be tested in the market earlier. Nearly 2/3 of those surveyed (64%) say this is an issue where there is money to be made. This can be a challenge for many organizations, according to the research results. Whether the market is willing to buy the innovative product is examined here. Testing whether a product has value on the market is also known as market validation. Market validation offers an opportunity to improve product innovation To be a forerunner and innovator in the field of circular product development, it is therefore advisable as an organization to invest in circularity now in order to be well prepared for the plans for 20. Respondents also indicate that it is often still far away and not yet a priority. Organizations do consider sustainability important but indicate that they have insufficient knowledge about the objective of the government and what this means for their own organization. The survey results show that 58% of the respondents are not that far yet. By 2030, the government wants to achieve an interim goal of 50% less use of primary raw materials (minerals, fossils, and metals). The aim is to achieve a fully circular economy by 2050 at the latest. The government’s vision for the circular economy has been set out in the ‘Netherlands Circular 2050’ program. Organizations not prepared for the government’s circular plan in 2030 In this way, you continue to innovate successfully together. Given the figures, there is, therefore, room for improvement. As an organization, it makes sense to work on a better connection between strategic plans and the product innovation department. ![]() 52% of the respondents indicated that they are held back in product innovation by management choices. Strategic choices of the organization also come to the fore. Not only planning and time-to-market seem to be a challenge. Originally, the accelerating new product development was seen as a short-term trend, but it now seems to have been incorporated as a requirement within the product innovation process. Organizations prefer to see products appear on the market rather yesterday than today. More than half of all respondents (56%) indicate that faster innovation is becoming increasingly important. Need for ever-faster product innovation and inhibition by managementįirst of all, it was noticed in this study that the time until the innovated products appear on the market (the so-called time-to-market) is seen as a major challenge in the next three years. ![]()
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