only search Cheshire Henbury

Cheshire Henbury's website is structured around several sub-sites to accommodate the large amount of content. Please pick a topic of interest from the above menu and begin to explore and learn. Or use the Google Search box to the left.

Paul T Kidd's Rapid Prototyping Technologies Pages

Main Home > Legacy Content Home > Rapid Prototyping Technologies Home > Strategic Importance of Rapid Prototyping Technologies

Strategic Importance of Rapid Prototyping Technologies

Strategic Importance of Rapid Prototyping Technologies


Increasingly companies are attaching greater importance to the need to differentiate their product and service offerings in order to remain competitive. Typically, firms are:

adding new technologies to their products to differentiate;

forming alliances with their customers;

adding service features to their manufactured product offerings;

reducing time to market for new products;

reducing the number of suppliers and forming longer-term relationships and alliances with those that remain;

expanding their product range; and

reducing their cost base to become the lowest cost producer.

Rapid prototyping technologies have the potential to contribute something to the achievement of most, if not all these actions. How this is so is described in more detail in Chapter 3 of the Management Report.

When addressing rapid prototyping technologies, seven major strategic issues need to be explored (see the Management Report for more details):

the strategic nature of the technologies - aspects of rapid prototyping which take investment decisions beyond the realm of short-term return on investment calculations;

the technologies as enablers of new strategies - the new business and marketing strategies that can be pursued as a result of using these technologies;

the impact of rapid prototyping on the achievement of business objectives - the specific business objectives that can be directly affected by applying the technologies;

strategic aspects of organisational and cultural changes - what organisational and culture changes does the business strategy itself demand;

development of change competencies - applying rapid prototyping technologies to achieve operational change competency, and developing tactical and strategic change competencies to enable continuing developments in rapid prototyping to be deployed to satisfy existing business objectives and to develop new strategies;

development and exploitation of knowledge - using existing knowledge and developing new knowledge for competitive advantage.


Some of Paul T Kidd's Books

Book Covers

Legal Notice: The information posted on the web site is designed to provide accurate and authoritative information in regard to the subject matter covered. Every effort has been made to ensure the accuracy of the information contained in the web site. The information is believed to be correct at the time of publication. Cheshire Henbury cannot however accept any responsibility for the completeness, accuracy and relevance of the information. Information is published with the understanding that publication does not represent the rendering of advice, consulting or other professional services. Specific application in a particular organisation is the sole responsibility of the representatives of that organisation. If expert advice is needed, the services of a competent person should be sought. Please read our terms and conditions (opens in a new window) for use of this web site.

Cheshire Henbury

Address and Phone Details (opens in new window)

Email: Contact form (opens in a new window)

Web address: