個案總覽

This is a condensed version of the Handpresso case series #5841. It describes the development from concept to production of the world's first and smallest hand-held espresso machine. It explains the design process and how the product is brought to market. The CEO of Nielsen Innovation, Henrik Nielsen, decides not to license it as he has with other designs but to create a spin-off company for the Handpresso machine. The final chapter finds the team in a quandary, Henrik Nielsen's untimely death leaves his wife at the helm. With two new machines ready for launch within a couple of months, it describes how the product is brought to market through partnerships and alliances. Having made a conscious decision to take this route, an agreement is signed with leading coffee roaster Lavazza, who in turn negotiates an exclusive agreement with the auto giant Fiat.

Research on product adoption in the airline industry suggests that being first to market can make a big difference to an offering's success, even if the customers are companies rather than consumers.

Whether you're at the hub of a network of suppliers and other partners or part of a web of interconnected allies makes a big difference to your ability to innovate and to whether you're likely to get help in a crisis. There are advantages to both structures, and companies should make sure their network suits their strategy, position, and business environment.