Implementation of success factors in new product development – the missing links?

Jensen, Bjarne H.; Harmsen, Hanne

doi:10.1108/14601060110365565

Cited by 34 publications

(20 citation statements)

References 36 publications

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“…For industrial markets, empirical studies confirm a positive relationship between market orientation and innovation success (Jensen and Harmsen 2001;Augusto and Coelho 2007), though the impact of market orientation on new product development may be even greater when (1) the new product represents an incremental change for both consumers and the company, (2) competitive intensity and hostility seem high, and (3) the product is in the early stages of its life cycle. Overall, however, because companies develop new products to deliver value to consumers, market orientation is beneficial because it helps ensure an on-time product launch and increase the innovation's market share and sales (Atuahene-Gima et al 2005).…”

Section: Linking Market Orientation Components To Innovationmentioning

confidence: 95%

Key service innovation drivers in the tourism sector: empirical evidence and managerial implications

2011

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This study highlights the importance of market orientation and the use of information and communication technologies (ICT) as determinants of service innovation activity for companies in the tourism sector. In doing so, the study provides a means to classify companies as innovative or not. Using a sample of 100 Spanish firms from different branches of the tourism sector, we confirm and extend prior research. In particular, market orientation-especially a customer orientation-is critical for developing new services that lead to competitive advantages. In addition, ICT have a dual, direct, and indirect influence on service innovation.

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Section: Linking Market Orientation Components To Innovationmentioning

confidence: 95%

Key service innovation drivers in the tourism sector: empirical evidence and managerial implications

2011

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“…Focusing on a specific application -cheese-making - Bogue et al (1999) show how marketing research can be used to guide R&D. Quantitative research in Thailand (Suwannaporn and Speece, 2003) shows that the use of marketing research has one of the strongest impacts on success rates among the four broad factors considered here (strategic, communication and information flow, external linkages, and marketing research). Jensen and Harmsen (2001) have pointed out that companies often do not seem to implement many of these success factors. Often "managers are still relying on gut-feel with respect to 'best practice' in development .…”

Section: Use Of Marketing Research For Customer Informationmentioning

confidence: 96%

Assessing new product development success factors in the Thai food industry

Suwannaporn

Speece

2010

British Food Journal

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Purpose -The aim of this paper is to measure new product development (NPD) success factors in the Thai food industry. Design/methodology/approach -The quantitative research was designed based upon previous qualitative analysis by Suwannaporn and Speece. A total of 114 questionnaires sent to medium and large food companies were returned (17.5 percent of companies). Findings -Managers' perceptions of the important success factors differ by job function, so that data about what is important cannot distinguish higher vs lower success rates. Manager perceptions of what factors are important do not match actual practice very closely, but they do report what is actually done in the NPD process consistently. Reported practices can distinguish success rates. Discriminant analysis shows that the use of marketing research is most critical in this industry. Internal communication in the NPD process and supplier linkages are also predictors of success rate, and strategy and planning plays a weak role. Practical implications -NPD is context-specific. The food industry is strongly market-driven, so rapid adaptation to customers is critical. Strategy and planning is less important than an ability to remain flexible and move quickly in response changing consumer tastes. Most local companies have strong business secrecy, which is likely to inhibit collaborative research and development (R&D). However, supplier linkages do contribute in distinguishing companies with higher vs lower success rates. Originality/value -This paper demonstrates that what managers involved in the NPD process believe to be the important success factors cannot always predict NP success rates.

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“…In accordance with the findings of the latter stream of research, companies active in very dynamic industry sectors, such as high tech services, now generally employ organic (Burns and Stalker, 2001) and flexibility oriented organization structures (MacCormack et al, 2001), and have implemented highly decentralized decision architectures. As a result, the innovative performance of these firms now depends increasingly on the ability of individual product managers to exert control over new service development (NSD) projects: the quality of decision-making inside individual NSD projects thus plays an increasingly important role in innovation success (Ahlert and Evanschitzky, 2002;Jensen and Harmsen, 2001). Decisionmaking during the high tech NSD process is notoriously difficult as a result of the intangibility of the product, extreme levels of uncertainty and great complexity.…”

Section: Introductionmentioning

confidence: 99%

New service development in high tech sectors

Riel

Lievens

2004

Int J of Service Industry Mgmt

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Many service companies active in high tech sectors have implemented largely decentralized decision architectures in their innovation processes. This is done to improve responsiveness under extremely dynamic and uncertain business conditions. As a consequence of the empowerment of decision-makers at the product management level, the success of the New Service Development (NSD) process will increasingly depend on individual product managers' information processing and decision-making performance. The present study investigates antecedents of decision-making effectiveness in the high tech NSD process, and reports on a case study performed in the mobile telecommunication services industry. NSD project managers' unique task conditions are articulated, and some antecedents and moderators of effective decision-making are identified in a study of four innovation projects. Findings are integrated in a theoretical framework. The study reveals the crucial role of decision-makers' flexible use of various cognitive styles, their proactive attitude, and their capability to mentally represent innovation interfaces with the customer, the technology and the firm. Managerial implications and suggestions for further research are provided.

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Implementation of success factors in new product development – the missing links?

Cited by 34 publications

References 36 publications

Key service innovation drivers in the tourism sector: empirical evidence and managerial implications

Key service innovation drivers in the tourism sector: empirical evidence and managerial implications

Assessing new product development success factors in the Thai food industry

New service development in high tech sectors

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