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dc.contributor.authorCameron, Bruce Gregory
dc.contributor.authorCrawley, Edward F
dc.date.accessioned2018-05-10T15:49:45Z
dc.date.available2018-05-10T15:49:45Z
dc.date.issued2013-07
dc.identifier.isbn978-1-4614-7936-9
dc.identifier.issn978-1-4614-7937-6
dc.identifier.urihttp://hdl.handle.net/1721.1/115293
dc.description.abstractIn this chapter, we introduce the benefits and penalties of commonality (both to the customer and the manufacturer), emphasizing the need for anticipation of divergence when estimating benefits. We highlight the importance of mapping commonality strategy to the financial benefits, with a view to creating long-term competitive advantage for the firm.en_US
dc.publisherSpringeren_US
dc.relation.isversionofhttp://dx.doi.org/10.1007/978-1-4614-7937-6_2en_US
dc.rightsCreative Commons Attribution-Noncommercial-Share Alikeen_US
dc.rights.urihttp://creativecommons.org/licenses/by-nc-sa/4.0/en_US
dc.sourceMIT Web Domainen_US
dc.titleCrafting Platform Strategy Based on Anticipated Benefits and Costsen_US
dc.typeArticleen_US
dc.identifier.citationCameron, Bruce G., and Edward F. Crawley. “Crafting Platform Strategy Based on Anticipated Benefits and Costs.” Advances in Product Family and Product Platform Design (July 2013): 49–70 © 2014 Springer Science+Business Media New Yorken_US
dc.contributor.departmentMassachusetts Institute of Technology. Department of Aeronautics and Astronauticsen_US
dc.contributor.mitauthorCameron, Bruce Gregory
dc.contributor.mitauthorCrawley, Edward F
dc.relation.journalAdvances in Product Family and Product Platform Designen_US
dc.eprint.versionAuthor's final manuscripten_US
dc.type.urihttp://purl.org/eprint/type/BookItemen_US
eprint.statushttp://purl.org/eprint/status/PeerRevieweden_US
dc.date.updated2018-03-19T13:09:24Z
dspace.orderedauthorsCameron, Bruce G.; Crawley, Edward F.en_US
dspace.embargo.termsNen_US
mit.licenseOPEN_ACCESS_POLICYen_US


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