Aim. The presented study aims to improve the quality function deployment methodology in innovation development with allowance for the principles of the value co-creation methodology.
Tasks. The authors analyze the essence of the value co-creation concept in innovation development, examine the quality function deployment (QFD) methodology as a basic tool for the development of competitive incremental innovations, and propose their own revised methodology that combines the
elements of co-creation and co-production on the part of the consumer.
Methods. The methodological basis of the study comprises the scientific concepts of economic theory and innovation theory. This study also uses such general scientific methods as systems and complex approach, economic and statistical analysis to substantiate theoretical assumptions and rationalize
the conclusions.
Results. The authors recommend using a digital double of the developed innovation (product or technology) during quality function deployment. The usefulness of the digital double is confirmed by an example from one of the authors’ practice. During the development of the so-called technical
benchmarking rooms for an innovation, the authors propose calculating competitiveness based on a customer satisfaction index (CSI). The classical quality function deployment methodology makes it possible to assess the superiority/lag of the developed innovation compared with the existing prototypes along a number of parameters. Calculation of the CSI indicator makes it possible to assess the developed innovation in terms of its conformity with the customer’s ideal, and give an indication of its overall superiority/lag in comparison with the existing prototypes. The authors propose a modification of the organizational structure, which is supposed to be engaged in the development of a competitive innovation based on the value co-creation methodology. In addition to the roles of developer, financial analyst, and marketer, a representative of the customer (buyer of innovation) is introduced into the group. Representatives of suppliers with long-term contracts are planned to be involved in the group’s work. As a whole, this type of organizational structure results in a significant synergistic effect of cooperation within the “supplier — manufacturer/developer — end consumer” system.
Conclusions. This study proposes a modification of the quality function deployment methodology with allowance for additional customer preferences as well as production and service functions that the customer is ready to take on.