Creativity, Innovation & Digital Technologies: An Introduction - Presentation

Methodology

Data Analysis

Conclusion

Data Analysis & Prepositions

Future research is encouraged to gain:

• more profound understanding of how open models are affecting the design value chain.

• information on how manufacturers and designers can work together to improve business processes.

It was decided that three case studies are chosen, rather than one, because this would provide a stronger base for theory building.

Both primary research and secondary research were used

As a means to the qualitative data collection, the following were used:

• The organisations’ websites
• 3-D design - related blogs; The Economist, Business Week and Wired
• Several articles and reports discussing 3-D printing

3D printing technology is adopted in two different ways:

1. As an extended service to firms specialising in prototyping services

2. Through the formation of new types of organisations

The management of distinct distribution channels are entrusted with the marketing of the products generated through 3D printing.

3D printing technology permits different distribution strategies:

• direct channels,
• alliances with organised distribution,
• new types of retail channels.

Open business model encourages 3-D design companies to provide a wide variety of customised and low-volume products with no technological complementarities.

3D printing in modern industrial and manufacturing economies is always developing and bringing new mechanisms based on different business models.

3D printing technology allows both new and already-established design ventures to create different distribution strategies.

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3-D Printing

The 3D printing companies analysed have been assessed on:

1. Customer value proposition

2. Key resources

3. Key processes

The Open Business Model

Some of the technical features of such a technology include:

• The possibility of using different materials on the same printer.
• The option to personalise products based on customer preferences.
• The reduction of materials and wastage in producing a single product unit.

Technology is making an impact on the relationship between design and production.

Chesbrough believes that in relation to business models, open should relate to the borders of an enterprise and its communications with external forces.

• The company’s ability to create connections with outside factors are key measures to establish an open business model.

• The idea of an open business model can be applied to 3D printing-based companies by analysing their business models and management strategies.

Fab labs

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i.materialise

Aims

Fab labs are smaller-scaled workshops, equipped with computerised tools, which provide individuals with digital fabrication facilities.

They are crucial in the development and testing stages of a product idea, which might even make it to the sales stage.

This is a Belgian company, with a mission to offer “everybody the possibility to turn ideas into 3-D reality”.

They aim to make 3-D printing more accessible and offer more people the opportunity to become designers and inventors; or allows designers to sell their products through its worldwide distribution network.

Quirky

Introduction

• Analyses how the use of new 3D printing technology in design enterprises is coupled with proper business model components.

• This new business model is being used by data enterprises that employ 3D printing technology in order to enrich their service portfolio or to inaugurate completely new business lines.

• Through the below the three cases – Quirky, i.materialise, and Fab Labs – four propositions were developed on a number of factors that contribute to business model effectiveness in design ventures using 3D printing technology.

This process involves:

(1) the upload of a project file by the designer.

(2) the selection of material, size, and quantity so to demand a quote from the service.

(3) Upon receiving confirmation and online payment, the product will be produced and shipped.

Quirky is an American-based consumer products design company founded in 2009.

It creates retail products from crowdsourced inventions through a manufacturing process based merely on 3D printing technology.

Design management has been explored from different viewpoints:

• as a means to radical innovation;
• as a tool to manage strategic renewal;
• as a way to establish new forms and languages in technology breakthroughs;
• as a bridge to transfer technology among sectors.

This paper studies the strengths & limitations of the business models.

The research questions addressed are:

1. What are the main elements of the business models adopted by design enterprises that use 3D printing technology?

2. How do the features of this technology interact with and shape the 3D printing industry’s business models?

The Research Process

Data Gathering Empirical Sampling Data Analysis Implications & Findings

The Emergence of New Networked Business Models from Technology Innovation: An Analysis of 3-D Printing Design Enterprises

Azzopardi Lauriann

Xuereb Rica