Reichwald, Ralf / Piller, Frank

3
Interaktive Wertschöpfung in der Innovation: Open Innovation
Griffith should know. A dedicated kite-surfer – the sport involves riding a small board through water
while attached to a parachute-like “kite” – he was unhappy with the goods on the market. In 2001
he started Zeroprestige.com, a website where he posted his kite designs. Soon other amateurs
submitted their own concepts, and sail manufacturers with excess capacity offered to make kites
from the plans. The amateur designers kept coming back to make exactly what they wanted to buy.
And though no one got rich, a few small businesses popped up to sell the finished products. Since
then, kites have become commodities, but Griffith hasn’t let go of the spirit. His four-person engineering
company, Squid Labs, is launching a site this summer tentatively called iFabricate, “a
Wikipedia for atoms,” he says, referring to the user-created online encyclopedia. Do-it-yourselfers
of all stripes will be able to go to the site to trade ideas and work together, get easy access to programs
for manipulating materials, and eventually use it to pool their resources for buying raw materials
from suppliers.
(...) To be fair, all this amateur energy isn’t exactly a new force. When exciting technologies emerge,
Americans have always pounced and created something original. In his 1936 New Yorker article
“Farewell, My Lovely,” E.B. White eulogized the Model T and the creativity it inspired in its
owners: “When you bought a Ford, you figured you had a start -a vibrant, spirited framework to
which could be screwed an almost limitless assortment of decorative and functional hardware....
Gadget bred gadget. Owners not only bought ready-made gadgets, they invented gadgets to meet
special needs.” The difference today is simply the technology, says University of Virginia technology
historian Bernie Carlson.
And so Misterovich keeps at his goal of building the kind of MP3 player that he wants to carry
around. One with a collectible head and AAA batteries and a user-created slogan. And even if he
pulls it off, it’s doubtful that he’ll get rich. That’s fine with him. The purpose in the amateur economy
isn’t always the same as in the big-company economy. “My main goal is not to lose my house,”
he says. “You put it on the line and you want to be rewarded. But when it comes down to it, I just
don’t want to go broke. It’s an amateur attitude -you’re doing it for the love.”
3.3.2 Unzufriedenheit mit bestehenden Lösungen
und Erwartung eines besseren Fit zwischen
Produkteigenschaften und Kundenbedürfnissen
Kunden erhalten einen Nutzen durch ihre Mitwirkung bei den Innovationsaktivitäten
eines Herstellers, wenn die hieraus resultierenden innovativen Produkte latente
Bedürfnisse besser und präziser erfüllen können als die vorherigen Produkte dieses
Herstellers oder die vorhandenen Produkte der Konkurrenz. Dieser Zuwachs entspricht
dem Wert einer besser passenden Leistung im Vergleich zur nächst Besten bereits
existierenden Lösung und ist eine typische extrinsische Motivation. Extrinsische
Motive sind Motive der Tätigkeit, die durch Folgen der Tätigkeit und ihrer
Begleitumstände befriedigt werden. Ein wesentliches extrinsisches Motiv liegt in der
Erwartung der Kunden, eine Produkt- oder Dienstleistungsinnovation selbst nutzen zu
können (Morrison / Roberts / von Hippel 2000).
Erfüllung eines bislang unbefriedigten Bedürfnisses
Die Literatur zur Präferenzbildung von Nachfragern diskutiert bereits seit
Jahrzehnten, dass die Zahlungsbereitschaft und Produktzufriedenheit von Kunden
vom Fit der Produkteigenschaften mit den Präferenzen der Nutzer abhängt
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