An approach to selling high-tech solutions

Dunn, Dan T.; Friar, John H.; c., Thomas

doi:10.1016/0019-8501(91)90033-c

Cited by 36 publications

(9 citation statements)

References 6 publications

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“…Therefore, in high-technology product development, trend-related information from B2C customers may reduce cost. "Push" marketing strategies with an emphasis on personal selling should be used by the marketer of high-technology products [32]. Involving B2C customers facilitates personalized selling as they understand the consumer needs and prevailing trends in the market.…”

Section: B Moderating Effectsmentioning

confidence: 99%

“…Involving B2C customers facilitates personalized selling as they understand the consumer needs and prevailing trends in the market. "Pull" strategies with an emphasis on advertising and sales promotion are effective in marketing low-technology products [32]. Therefore, B2C customer involvement is an extra cost in low-technology product development.…”

Section: B Moderating Effectsmentioning

confidence: 99%

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Enhancing NPD operational performance through B2B and B2C customer involvement for varying degrees of product technology

Wimalachandra

Frank

Enkawa

2013

2013 IEEE International Conference on Industrial Engineering and Engineering Management

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The present article addresses how different types of B2B customer involvement motives and B2C customer involvement motives affect different dimensions of new product development (NPD) operational performance in the B2B context. This study also explores the moderating effects of high vs. low product technology on the relationships between different types of customer involvement motives and different dimensions of NPD operational performance. Based on data collected from the textile and apparel industry in 10 countries, the current study illustrates that B2C customer involvement has a greater impact than B2B customer involvement on time-tomarket. Nevertheless, B2B customer involvement plays an important role as it contributes more to quality than does B2C customer involvement. In addition, the study explains the different strategies that should be adopted in B2B and B2C customer involvement when high vs. low product technology is present.Keywords -B2B customer involvement, B2C customer involvement, high vs. low product technology, NPD operational performance.978-1-4799-0986-5/13/$31.00 ©2013 IEEE

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Section: B Moderating Effectsmentioning

confidence: 99%

Section: B Moderating Effectsmentioning

confidence: 99%

Enhancing NPD operational performance through B2B and B2C customer involvement for varying degrees of product technology

Wimalachandra

Frank

Enkawa

2013

2013 IEEE International Conference on Industrial Engineering and Engineering Management

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“…Recent perspectives within marketing have now elaborated on the unique imperatives of marketing high technology products and services and have built on earlier distinc tions on how the marketing context of the high technology firm differs from a typical firm (MOHR, SENGUPTA AND SLATER 2005;DAVIES AND BRUSH 1997;DUNN, JR., FRIAR AND THOMAS 1991;MÖLLER AND RAJALA 1999;MORIARTY AND KOSNIK 1989). Essentially, it has been offered that the various distinctive characteristics of high technology indus tries and markets call for a different emphasis and organization of marketing activities (DAVIES AND BRUSH 1997;MOHR, SENGUPTA AND SLATER 2005).…”

Section: Implications Of the Distinctive Characteristics Of High Techmentioning

confidence: 99%

Solution Selling of High Technology Products

Sharma¹,

Iyer²,

Evanschitzky³

2010

Marketing Von Solutions

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“…Such a classification will enable suppliers to look beyond their immediate customers and assess the impact of the innovation and its output on their customers' markets. After all, as Dunn et al (1991) postulated, potential adopters respond to an innovation, not only on the basis of existing tasks that it enables them to do better but also for new things that they can do if they adopt the innovation and the technology. The effect of this important distinction on the adoption behaviour of firms is yet to be researched.…”

Section: Research Implicationsmentioning

confidence: 99%

On Strategy, Typologies and the Adoption of Technological Innovations in Industrial Markets

Tzokas

Saren

1997

British J of Management

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This paper investigates the role of strategy in the timing of adoption of technological innovation by industrial firms. In the course of this investigation we bring together and consolidate theoretical insights and empirical evidence from diverse yet fundamentally related streams of research. Strategy is placed within the wider context of the many factors that have been found to influence the timing of a firm's decision to adopt a technological innovation, and conjectures about its precise role are debated. The paper concludes with suggestions towards a synthesis of the highly fragmented work in the area, and identifies key directions for research aimed at a better understanding of the innovation adoption decision in contemporary firms and the interrelationships of the many factors influencing this decision.© 1997 British Academy of Management 1 We acknowledge the valuable comments and suggestions of Professor Susan Hart, the BAM conference participants, the journal's editor and the anonymous reviewers. S94N. Tzokas and M. Saren

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An approach to selling high-tech solutions

Cited by 36 publications

References 6 publications

Enhancing NPD operational performance through B2B and B2C customer involvement for varying degrees of product technology

Enhancing NPD operational performance through B2B and B2C customer involvement for varying degrees of product technology

Solution Selling of High Technology Products

On Strategy, Typologies and the Adoption of Technological Innovations in Industrial Markets

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