Product Variety Management

Motorlu araçlar n kayma tahrikinde › kullan›lan millerdir genellikle dört çeker araclarda
dümenlenebilen aks tahrikinde kullanilan Tasarimin BMC firmasının üretimi olan askeri tatkik aracı için dizayn edilmiştir.
Bu ikiz kardan mili transfer kutusu ve ön diferansiyel arasında yataklanmıştır.
Bu araş 800Nm lik bir motor momentine sahiptir ve askeri dört çeker bir araç
olduğu için kardan milinin maruz kalacağı yükler normal araçlara göre daha
farklıdır ve burada yapılan hesaplar 5 farklı ekstremum durum doğrultusunda
yapılmıştır. İkiz kardan milinin modellenmesi ve sonlu elemanlar metodu
ile mukavemet analizi CATIA V5 R17 programı kullanılarak yapılmıştır.

In this article, I investigate the capacity investment cost conditions where a multiproduct market leader may respond to a focus strategy entrant by using different strategies such as changing the product mix, production volumes, quality levels, and/or by investing in more capacity. The products offered in the market are quality differentiated and customers are heterogeneous in their willingness to pay for quality. The capacity investment costs of the two firms (i.e., the leader and the entrant) may also be different. The classical Stackelberg model predicts that an incumbent does not change its position in response to entry. However, when heterogeneous customer base, product differentiation, and capacity costs are taken into consideration, I find that the leader with a low capacity cost may choose to expand its product line and increase its production. The leader with low capacity cost may introduce a product that it was holding back when the entrant has to bear the high-capacity cost and cannibalization threat is relatively small. Nevertheless, the extent of production volume strategies reduces as the capacity cost increases for the leader. I also find that when the leader has the power to set the industry standards by deciding the quality levels, as a response to a high-quality focused entrant, the leader increases both levels of quality and production of the low-quality product. Moreover, when the capacity investment cost is high for both the entrant and the leader, I find that market prices may increase with entry. [Submitted: July 19, 2012. Revised: October 3, 2012. Accepted: December 12, 2012.] Subject Areas: Capacity Investment, Competition, Focus Strategy, OMMarketing Interface, and Product Line.

ABSTRACT Collaboration with parties external to the new product development (NPD) process is seen as a means to reduce costs and improve the product offering to customers. On the suppliers' side, collaboration during the NPD process may lead to a faster and more efficient process. On the users' or customers' side, collaboration may provide ideas for entirely new products and/or modifications to existing ones. This paper examines how collaboration with suppliers and a group of users that experience needs unknown to the public, the so-called lead users, affects the resulting variety of the products offered. The paper focuses on product variety because of its increasing perceived importance in the satisfaction of changing customer needs. Hierarchical regression analysis of survey data collected from 313 U.K. manufacturers revealed a significant positive relationship between collaboration and product variety. The key findings are that increasing the extent of collaboration with lead users and with suppliers during the NPD process will increase the variety of products offered to customers, and that lead users have a higher impact on product variety to suppliers. Previous studies have found that collaboration increases NPD performance, but to the best of the authors' knowledge, this is the first to explicitly explore the link with product variety. The paper concludes by discussing the findings' practical implications, limitations, and recommendations for future studies.