Creating and exploiting market knowledge assets

Abstract

PurposeThe purpose of this paper is to identify the components of a knowledge management system that contribute to superior new product program performance.Design/methodology/approachAn extensive review of the academic and managerial literatures that deal with knowledge management's contribution to superior performance was first undertaken. After identifying gaps in the literature, a comprehensive model of a knowledge management system was developed. Where possible, existing measures of the constructs in this model were utilized. A questionnaire was developed, a commercial mailing list purchased, and a two wave mailing which produced a 15.8 percent response rate conducted.FindingsThe paper finds that customer intelligence generation, competitor intelligence generation, technological intelligence generation, and intelligence dissemination all contribute to the stock of knowledge assets (p<0.05). It was also found that, after controlling for influences on new product performance, a knowledge‐based strategy fully mediated the knowledge asset‐new product program performance relationship (p<0.05).Research limitations/implicationsThis is a cross‐sectional study so causality should not be implied. The study was conducted among companies competing in high‐tech industries so there may be questions about generalizability.Practical implicationsWithin the limitations of the research design, this study demonstrates the components of a knowledge management system. It provides numerous examples of the techniques utilized and companies that utilize them.Originality/valueThe paper identifies the components of a knowledge management system that contribute to superior new product program performance.

The overlooked role of market knowledge in the market integration of Ethiopian pastoralists

“…The business literature also states that businesses that possess strategic and higher-order knowledge use their knowledge to scrutinize the market environment and interpret market information to develop and market products that meet the expectation of customers (Kim and Atuahene-Gima, 2010;Marinova, 2004). The same literature conceives market knowledge as a strategic resource to understand what customer"s value and to create offerings that meet the expectation of customers (Glazer, 1991;Slater et al, 2012).…”

The design and impact of a marketing training to strengthen customer value creation among Ethiopian pastoralists

“…First, how and why does marketing training (theoretically) affect value creation and livelihood performance in the context of smallholders? To answer this question, the thesis integrates separately existing lines of literature on smallholders, business training and customer value creation, with market knowledge as a strategic resource for the integration of resources to create customer value (Slater et al, 2012;Marinova, 2004).…”

“…To facilitate the transformation of smallholders into businesses, we bring customer value creation as the core logic for why businesses exist (Slater, 1997), with market knowledge as the key resource in the creation of customer value (Marinova, 2004). The concept of market knowledge as the key resource for customer value creation has been addressed in marketing studies on advanced business sectors (e.g., Slater et al, 2012;Marinova, 2004;Glazer, 1991); however, it has not yet been discussed in the context of smallholders.…”

Competence modelling for export performance improvement in Ethiopia

“…Specifically, the performance enhancing effect of being highly internationally-oriented is strengthened by intensive knowledge about international markets as well as capabilities to react and make decisions based on such knowledge (Sørensen and Madsen, 2012). Since market orientation is crucial for creation and utilization of market-based knowledge assets and capabilities (Slater et al, 2012), higher levels of a firm's ability to generate and disseminate export market information and develop marketing adaptable strategies enhance the impact of internationally-oriented behaviours and activities on export market performance. We hypothesize that:…”

“…The role of OLO in the interaction effect of IO and EMO: it has been argued that the performance enhancing effect of being highly internationally-oriented and deployment of resources for international activities is strengthened by a firm's ability to gather, disseminate and react to export market information (Slater et al, 2012;Sørensen and Madsen, 2012). On the other hand, information derived through export market-oriented activities is novel, complex, diverse, and ambiguous, the interpretation and use of such information effectively requires a high level OLO (Baker and Sinkula, 1999;Day, 1994).…”