Customization Model for Assessing the Commercial Potential of Technologies to Different Technology Manufacturing Branches: Development a Set of Factors

Previously developed model for assessing the commercial potential of technologies is universal—dedicated for assessment technologies in all manufacturing branches. However, in the course of research has been established, that specifics of different technology manufacturing branches (DTMB) are important for assessing the commercial potential. Historically, several technology manufacturing branches had already positive results in Lithuania, they cover the most promising part of the national economy and are in line with EU priorities. For these reasons a decision was taken to customize the model for assessing the commercial potential of technologies to biotechnology, mechatronics, laser technology, information technology, nano electronics. The article presents development a sets of factors for assessment commercial potential for different technology manufacturing branches based on multiple criteria decision making (MCDM) methods. Afterwards sets of factors will be used as the research tool for determination meanings of factors values and the significance of factors for every manufacturing branche.This article belongs to the Proceedings of The 2nd Entrepreneurship and Family Enterprise Research International ConferenceThis research is/was funded by the European Social Fund under the No. 09.3.3-LMT-K-712 “Development of Competences of Scientists, other Researchers and Students through Practical Research Activities” measure

Challenges and opportunities in transforming laser system industry to deliver integrated product and service offers

Laser system industry is a complex network entity that includes laser component manufacturer, laser manufacturer, system integrator, laser job shop, laser process developer and end product manufacturer. Currently this market segment is predominately product-centric in which the common business model is to sell laser systems with two years warranty. However increasing competition within this segment is forcing some stakeholders to go further than the existing business model, and aim to build long-standing relationship between others. In this paper, the current structure and level of servitization in laser industries, the implications of higher levels of servitization for the various stakeholders of the industry, and the opportunities to develop and deliver higher levels of servitization are discussed. Analyses of semi-structured interviews with managers of laser system manufacturer and laser job shops reveal that any servitized solutions would primarily require the transfer of capabilities between various stakeholders