Until today, scholars claim that the phenomenon of “co-creation” of value in an “interacted” economy and in the context of positive actor-to-actor relationships has not been adequately explored. This study aims to first to identify and separate the accessible values of internet of things (IoT)-based business models for business-to-business (B2B) and business-to-government (B2G) customer groups. It quantifies the drivers to successfully implement disruptive business models. Data were gathered from 292 customers in Western Europe. The conceptual framework was tested using partial least square structural equation modeling. Managing disruptions in the digital age is closely related to the fact that the existing trust in buyer-seller relationships is not enough to accept IoT projects. A company’s digitalization capabilities, satisfaction with the existing relationship and trust in the IoT credibility of the manufacturer drives the perceived value of IoT-based business models in B2B settings. Contrastingly, in B2G settings, money is less important. Research refers to one business field, the data set is of European origin only. Findings indicate that the drivers to engage in IoT-related projects differ significantly between the customer groups and therefore require different marketing management strategies. Saving time today is more important to B2G buyers than saving money. The disparate nature of B2B and B2G buyers indicates that market segmentation and targeted marketing must be considered before joint-venturing in IoT business models. To joint venture supply chain partners co-creating value in the context of IoT-related business models, relationship management should be focused with buyers on the same footing, as active players and co-developers of a personalized experience in digital service projects. Diverging from established studies focusing on the relationship within a network of actors, this study defines disruptive business models and identifies its drivers in B2B and B2G relationships. This study proposes joint venturing with B2B and B2G customers to overcome the perceived risk of these IoT-related business models. Including customers in platforms and networks may lead to the co-creation of value in joint IoT projects.

Determining the effect of defects in fiber-reinforced materials, such as polymer matrix composites (PMCs), can be studied by creating artificial flaws in these materials, for example by introducing artificial PTFE foil to induce material delaminations. For fiber-reinforced ceramics (CMCs), this approach is more difficult due to the more complicated production routes of CMCs, which involve several processing steps at elevated temperatures. This work deals with the fabrication and introduction of defined defects in carbon fiber reinforced silicon carbide (C/C-SiC) composites in a way, which allows their detection by non-destructive material testing methods during and after each production step of the composite. It was shown that the defects produced using boron nitride (BN) and alumina fiber roving were stable over the entire manufacturing process and could be detected by ultrasound and x-ray tomography techniques. To determine any possible effects, an initial sampling of bending samples with artificial defects was manufactured, tested and compared with defect-free reference materials. These tests showed a lower bending strength and failure strain for the defect samples compared to samples without defects.

Ceramic fibers are just as glass and basalt member of the group of inorganic fibers. Like most types of inorganic fibers ceramic fibers have a high tear resistance but a limited flexibility. [1] Ceramic fibers are characterized by their extraordinary high temperature and chemical resistance. These properties make them interesting for different high technical applications, as they occur in aerospace, chemical-and energy technology. In this field, they are applied especially as a reinforcement component in composite materials. Not only the partially high material price, but although the typical brittleness of ceramic fibers bring huge problems during the textile production chain, which limits the availability of complex textile preforms in the market. Often, a radical revision of the machine and processing concept is necessary to enable an economical production process. The Application Center for Textile Fiber Ceramics TFK at Fraunhofer-Center for High Temperature Materials and Design HTL develops and modifies textile production processes to make them suitable for the special requirements of ceramic fibers. One and multilayer woven fabrics, braids and tape structures for the winding process have already been successfully implemented. A further development complex is the intensive investigation of three-dimensional textile reinforcement structures. Regarding the high material costs, these research activities are very important. If the textile reinforcement is placed only where needed, the amount of used fiber material can be reduced significantly.

Internet of Things (IoT) technologies are universally understood as transforming the manufacturing and services sectors. Service-Dominant (S-D) logic focuses on a dynamic, ongoing way to co-create value through resource integration and service exchange. Our paper addresses the following question: In the light of the IoT, does the second axiom of S-D logic—value is co-created by multiple actors, always including the beneficiary—still hold true for Business-to-Business relationships in the digital age? What does “co-creation of value” mean in the context of digital services? We discuss a background of disruption management, imbalanced relationships and the three roles S-D logic proposes in the context of digital service exchange: ideator, designer, and intermediary. Finally, we identify contexts where the existing theory-based assumption of S-D logic—co-creation of value—does not hold or is not applicable and propose theory enhancement.

Interne und externe Digitalisierungsprojekte benötigen jeweils eine andere mitarbeiter- und kundenintegrierendere Herangehensweise. Zusammen mit einem Kommunikationsleitfaden wird ein vierphasiger Managementprozess für diesen speziellen Projekttyp in die Praxis übertragen. Das essential schlägt eine Brücke zwischen den Chancen und Herausforderungen der Digitalisierung, dem Unternehmen sowie Kunden und Mitarbeitern, um Projektakzeptanz zu generieren.

Internet of Things (IoT) research investigates the idea that a wide array of devices can be interconnected to enable these entities to be located, identified, and even operated without any human interference. This technology is universally seen as transforming the manufacturing and services sectors. Questions about whether-and, if yes, how-the IoT impacts on business networks in Business-to-Business (B2B) relationships have not yet been settled, due to a lack of empirical marketing-focused studies. Is "connectivity for anything" perceived as an additional, co-created value in manufacturer-buyer relationships? Based on research data from B2B and business-to-government (B2G) customers stemming from two manufacturers active in different business fields as well as several German plant operators and their suppliers, our study addresses the following questions: 1. Considering manufacturers and professional buying organizations, do the disruptive challenges of the digital age lead to relationship asymmetries in customer-supplier relationships? 2. With reference to disruption management-is there a difference in the acceptance of digital services between different B2B and B2G groups (e.g., manufacturing industry, process industry)? 3. In customer acceptance of IoT, does it make a difference in customer attitude towards IoT-related services if the product, plant or service is standardized or customized to requirements? 4. The goal is to communicate using the preferred channels of the customers. Considering that the volume of information has risen-how can commercial digital communication build trust? We finally propose a four-step approach to more successfully implement IoT-related projects.

Complementing previous research, this paper addresses the challenge of exploring the drivers of customer dissatisfaction in buyer-manufacturer relationships in a B2B and a business-to-government (B2G) context, to enhance existing models of the outcomes of dissatisfaction. Based on qualitative data in a dyadic research setting, this paper collects and analyzes data from both the buying and manufacturing side in Germany, referring to internationally sold standard and customized product solutions. Customers are not limited to business clients, they include public institutions and partners. Embedding empirical observations and data in established theoretical frames, this paper enhances existing dissatisfaction research by adding its antecedents and suggests a new unified customer satisfaction and dissatisfaction model. Empirical results provide substantial implications for both B2B and B2G marketing management. Additionally, the implications for future academic research are outlined.

Laser cladding on 200 μm thin substrates is a challenge due to poor heat dissipation. Successful coatings were produced using Yb fiber laser with closed-loop controlled laser power. Samples were investigated by SEM and EDS.

Der folgende Abschnitt „Was ist INDUSTRIE 4.0?“ stellt zwei Visionen vor, die sehr ehrgeizige Bilder aus einer eher fernen Zukunft zeichnen. Der Abschnitt „Die Einzelaspekte von“ zeigt die einzelnen technischen Aspekte der Gesamtaufgabe. Die Herausforderungen der Aufgaben werden im Abschnitt „Potenziale und Risiken der einzelnen Aspekte“ beleuchtet. Der Abschnitt „Fallstudien“ zeigt anhand konkreter Beispiele unterschiedliche Umsetzungen von Industrie 4.0. Neben sehr komplexen und vollständigen Anwendungen werden im Abschnitt „Down to Earth“ auch eher einfache, aber dennoch viel versprechende Ansätze vorgestellt. Abschließend werden die Risiken dargestellt und zusammengefasst.