The Experts below are selected from a list of 16608 Experts worldwide ranked by ideXlab platform
Elena Simakova - One of the best experts on this subject based on the ideXlab platform.
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RFID 'Theatre of the proof: Product Launch and technology demonstration as corporate
2016Co-Authors: Elena SimakovaAbstract:The paper explores the role of demonstration in the contemporary practices of Product Launch' by high-tech corporations.The analysis is based on a lengthy ethnographic field study of one such corporation. In this examination of a particular Launch as an organizational practice and discursive theme, I focus on participants' deliberations over the status of the 'demo' as a material feature of organizational relations within the corporation, and between it and various audiences. Critically examining earlier STS analyses of demonstrations, I argue that it is crucial to explore practices that accomplish demonstrations virtually - without the technical object being shown in actual operation.To substantiate the argument, I pay close attention to how my informants rendered the technology accountable to me, and, in turn, how I attempted to render it to STS audiences. I also reflect on the implications of the 'age of non-disclosure' for recent STS studies of innovation in corporate worlds.
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RFID ‘Theatre of the proof’: Product Launch and technology demonstration as corporate practices
Social Studies of Science, 2010Co-Authors: Elena SimakovaAbstract:The paper explores the role of demonstration in the contemporary practices of Product ‘Launch’ by high-tech corporations. The analysis is based on a lengthy ethnographic field study of one such cor...
Dave D. Weatherspoon - One of the best experts on this subject based on the ideXlab platform.
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Food Manufacturers’ Sustainable Product Launch Strategy: Game Theory Approach
Journal of International Food & Agribusiness Marketing, 2019Co-Authors: Thasanee Satimanon, Dave D. WeatherspoonAbstract:This article constructs a manufacturers’ sustainable food Product Launch game theory based model to understand the decision-making. The results based on derivations and simulations of the egg indus...
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food manufacturers sustainable Product Launch strategy game theory approach
2010Co-Authors: Thasanee Satimanon, Dave D. WeatherspoonAbstract:We construct the model for food manufactures’ decision making to Launch a new sustainable Product to the market. The main factors that influence firms to Launch the new sustainable Product are that consumers are willing to pay more for the sustainable Product, and perceive that the conventional and the sustainable Products are different. Morover, the firms has more probability to get higher profit when Launching the new sustainable Product if the ratio of the cost over the maximum willingness to pay for the conventional Product is equal to or greater than the same ratio of the sustainable Product.
Morgan Swink - One of the best experts on this subject based on the ideXlab platform.
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The Roles of Supply Chain Intelligence and Adaptability in New Product Launch Success
Decision Sciences, 2015Co-Authors: Tobias Schoenherr, Morgan SwinkAbstract:Many new Product introductions continue to be unsuccessful, and while researchers have studied Product development processes, relatively few studies directly address new Product Launch. We do so in the present research and posit that supply chain intelligence, defined as technological and competitive knowledge sourced and integrated from suppliers, customers, and competitors, plays an important role in explaining new Product Launch success. We further employ the knowledge-based view to theorize that both supply chain adaptability and Product innovation capability act as important mediators of the effects of supply chain intelligence on new Product Launch success and firm financial performance. While the former capability refers to a firm's ability to quickly adjust its supply chain to react to market and Product design changes, the latter refers to the firm's proficiency in developing innovative new Products. We test hypothesized relationships among these factors utilizing data collected in a survey of 229 U.S. manufacturing firms. Results point to the central role of supply chain adaptability in capturing the benefits of supplier technological intelligence for enhanced Product innovation capability, new Product Launch success, and firm financial performance. In contrast, Product innovation capability serves as the generative means by which customer and competitor intelligence is translated into more successful new Product Launches, which, in turn, produce superior firm financial performance. Overall, these findings contribute to a better understanding of factors that can explain why certain Product Launches are more successful than others, and offer practical insights for appropriate investments in the development of related knowledge resources
Henry S.j. Robben - One of the best experts on this subject based on the ideXlab platform.
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The impact of new Product Launch strategies on competitive reaction in industrial markets
Journal of Product Innovation Management, 2002Co-Authors: Marion Debruyne, Susan Hart, Erik-jan Hultink, Abbie Griffin, Rudy Monaert, Henry S.j. RobbenAbstract:The importance of successful innovation for the long-term performance of companies can hardly be exaggerated. However, we need to consider this in a dynamic setting, in which competitors do not remain passive. We find that two thirds of new Product Launches meet reaction by competitors after their Launch. We also empirically demonstrate that the strategic Launch decisions that managers take have an effect on future reaction by competitors. Following an extensive review of the literature, a propositional model is developed. In order to test this theoretical model, an ex post facto field study was designed, in which the authors obtained comprehensive information on 509 new industrial Products Launched in the US, the UK and the Netherlands. Competitive reaction is diagnosed in terms of changes in the marketing instruments of the competitor. A logistic regression model is estimated on the occurrence of competitive reaction with any marketing instrument. We also look at the occurrence of individual marketing instrument reactions. The data show that competitors react primarily by means of price changes. Product assortment and promotional changes are less frequent, whereas distribution policy modifications occur very rarely. The characteristics of the new Product Launch strategy were found to have a significant impact on both the occurrence and nature of competitive reactions. We claim that the competitive effect of radically new Products and incrementally new Products greatly differs. The results show that competitors fail to respond to radical innovations and to new Products that employ a niche strategy. They do react if a new Product can be assessed within an existing Product category and thus represent an unambiguous attack. Both innovative and imitative new Products meet reaction in this case. The results also demonstrate that competitors are more inclined to react to the introduction of new Products that are supported by extensive communication by the innovating firm. The likelihood of reaction is also higher in high growth markets than in low growth markets. The article discusses theoretical and managerial implications of these results, as well as thoughts for future research that may add more insight.
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new consumer Product Launch strategies and performance
Journal of Strategic Marketing, 1999Co-Authors: Erik-jan Hultink, Henry S.j. Robben, Susan Hart, Abbie GriffinAbstract:The Launch strategies of new consumer goods have not been subject to rigorous study, although anecdotes abound in the form of news items in newspapers and specific industry journals. This contrasts...
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Industrial New Product Launch Strategies and Product Development Performance
Journal of Product Innovation Management, 1997Co-Authors: Erik-jan Hultink, Susan Hart, Abbie Griffin, Henry S.j. RobbenAbstract:Just as reporters must answer a few fundamental questions in every story they write, decision-makers in the new Product development (NPD) process must address five key issues; what to Launch, where to Launch, when to Launch, why to Launch, and how to Launch. These decisions involve significant commitments of time, money, and resources. They also go a long way toward determining the success or failure of any new Product. Deeper insight into the tradeoffs these decisions involve may help to increase the likelihood of success for Product Launch efforts. Erik Jan Hultink, Abbie Griffin, Susan Hart, and Henry Robben present the results of a study that examines the interplay between these Product Launch decisions and NPD performance. Noting that previous Launch studies focus primarily on the tactical decisions (that is, how to Launch) rather than on the strategic decisions (what, where, when and why to Launch), they explore not only which decisions are important to success, but also the associations between the two sets of decisions. Because the strategic Launch decisions made early in the NPD process affect the tactical decisions made later in the process, their study emphasizes the importance of Launch consistency—that is, the alignment of the strategic and tactical decisions made throughout the process. The survey respondents—managers from marketing, Product development, or general management in U.K. firms—provided information about 221 industrial new Products Launched during the previous five years. The responses identify associations between various sets of strategic and tactical decisions. That is, the responses suggest that the strategic decisions managers make regarding Product innovativeness, market targeting, the number of competitors, and whether the Product is marketing- or technology-driven are associated with subsequent tactical decisions regarding branding, distribution expenditure and intensity, and pricing. The study also suggests that different sets of Launch decisions have differing effects on performance of industrial new Products. In this study, the greatest success was enjoyed by a small group of respondents categorized as Niche Innovators. Their Launch strategy involves a niche focus, targeting innovative Products into markets with few competitors. Tactical decisions made by this group include exclusive distribution, a skimming pricing strategy, and a broad Product assortment.
Anne Mari Juppo - One of the best experts on this subject based on the ideXlab platform.
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Determinants of New Product Launch Success in the Pharmaceutical Industry
Journal of Pharmaceutical Innovation, 2015Co-Authors: Minna Matikainen, Petri Parvinen, Tarja Rajalahti, Marikki Peltoniemi, Anne Mari JuppoAbstract:Purpose This study identifies key determinants of new Product Launch success, examines their role and impact on Launch performance and links them to the different stages of Product life cycle in the pharmaceutical new Product Launch context.
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Effective implementation of relationship orientation in new Product Launches
Industrial Marketing Management, 2015Co-Authors: Minna Matikainen, Harri Terho, Petri Parvinen, Esa Matikainen, Anne Mari JuppoAbstract:Abstract The critical role of relationships in business performance is widely recognized in the business marketing literature. However, to date, the prevailing new Product Launch research has concentrated on firms' general customer and competitor focus on predicting Launch performance, and mainly applied a Product centered or marketing mix perspective on considering effective strategic and tactical Launch activities. Consequently, there is only scant knowledge on the relevance of a relational perspective when Launching new Products. The study contributes to this gap by examining the impact of firms' relationship orientation on Launch performance and the key activities through which it is transformed into performance in the new Product Launch context. A set of hypotheses is developed and tested with data collected from 109 new Product Launches in pharmaceutical companies. The results show that sales force management and relationship leveraging mediate relationship orientation's impact on Launch performance through complexly intertwined relationships. From a theoretical perspective, this study highlights the role of the relational perspective in new Product Launch and fosters our understanding on how relationship-focused culture is effectively implemented in practice. From a managerial perspective, the results offer insights on how firms can effectively enhance the successful commercialization of new Products through relationship-oriented sales and marketing activities.
