Marketing as Innovation the Eighth Paradigm

Simmonds, K. R.

doi:10.1111/j.1467-6486.1986.tb00433.x

Cited by 41 publications

(26 citation statements)

References 69 publications

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“…In essence, the multi-national or transnational corporation sustains its growth by releasing new version products and incrementally improving their products to meet the competitive market ( Insofar innovation in marketing is concerned, Rogers identified five factors which determine the diffusion of innovations commonly being superior product performance, meets the customer's perception. Market innovation is now prevalent because the corporation identifies the opportunities for a change which induces directors to innovate their products (Simmonds, 1986). At this juncture, innovation enhances the opportunity for a corporation to provide a quality product to meet the customer satisfaction.…”

Section: Innovation Capabilitymentioning

confidence: 99%

“…Having identified the lucrative market, research is embarked by the corporation to ascertain what type of products to be marketed. Simmonds (1986) distinguished eight paradigms of marketing, that is, market, system, customer satisfaction, choice, exchange, conflict, and influence. It is the customers who determine whether the innovated product becomes compatible with them (Mukherjee & Hoyer, 2001; Pappenheim, 2016; Sandberg, 2008).…”

Section: Innovation Capabilitymentioning

confidence: 99%

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STUDY ON THE FIDUCIARY ACCOUNTABILITY, SUSTAINABLE BUSINESS GROWTH IN THE LISTED COMPANIES AND SMEs

Gandhan

Kee

Senan

et al. 2020

HSSR

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Purpose of study:In this study, fiduciary accountability and sustainable business growth are examined. There is an inadequate study on the fiduciary accountability of directors in which directors are accountable for their actions such as approving expenditure on innovation, which results in low profit. As such this study will look into the innovation and sustainable business growth and how the fiduciary accountability of directors moot innovation technologically, encouraging innovative knowledge through social-media among the employees, product innovation to meet customers' needs and, ensuring sustainable business growth. Methodology:In order to have more reliability of the aforesaid a comparative study is made between one of the public listed companies and SMEs. Semi-structured interview methods are used in which open-ended questions are preferred to find out the particular areas. Results:The results show that this study has triggered academic vigour in the future because of the new concept of "fiduciary accountability", which is introduced in this literature. Applications of this study:It has practical significance for corporations, directors, and academicians on fiduciary accountability of directors in harnessing profit to the corporation and enduring sustainable business growth. This is necessitated by the current trade restrictions. Novelty/Originality of this study:This study on fiduciary accountability in relation to sustainable business growth is not scholarly explored and any study would go a long way in academic pursuance.

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Section: Innovation Capabilitymentioning

confidence: 99%

Section: Innovation Capabilitymentioning

confidence: 99%

STUDY ON THE FIDUCIARY ACCOUNTABILITY, SUSTAINABLE BUSINESS GROWTH IN THE LISTED COMPANIES AND SMEs

Gandhan

Kee

Senan

et al. 2020

HSSR

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“…This is where the idea of innovation comes in, as the "prophet" of innovation, Joseph Schumpeter (1911) discussed in his early work in The Theory of Economic Development: innovation is substantially driven by development, which he defined as the historical process of structural changes. Simmonds (1986) defined it as new ideas that consist of a new product or service, a new market, or a new way of utilizing existing products or services. Evans (1991) described innovation as the ability to discover new relationships, seeing things from a new perspective, and forming new combinations or connections of existing concepts.…”

Section: Literature Reviewmentioning

confidence: 99%

The bilateral relationship between human capital investment and innovation in Jordan

et al. 2019

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The purpose of this research is to investigate the relationship between innovation and human capital investment, and to show how the implementation of these two concepts leads to economic development. A case study was conducted in Jordan with one-to-one, in-depth expert interviews to obtain the information needed to answer the research questions; in addition, a focus group of ten final year undergraduate students (about to enter the educated workforce) experts offered their thoughts and ideas to identify how youth today relate to this research and its findings. The findings identified four main pillars required to support economic development and achieve a competitive advantage using the country's human capital: Habilitation, Opportunity, Power Distance, and Entrepreneurship (HOPE). The findings also indicated that Jordanian culture is highly germane to all four pillars, which can encourage innovative human capital and ensure economic development. This paper is important to the Jordanian community and the Arab world in general, which lacks awareness of the importance of human capital in socioeconomic development; the study helps understand innovation and economic development in the region. This paper explores the relationship between innovation and human capital investment, and shows how this combination will lead to the development of Jordanian culture and the economy.

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“…Alongside this development there has also been recently a re-emphasis in the marketing literature on strategic thinking in the form of the need for innovation, first developed by Alderson (1957). The central importance of the marketing function in encouraging such forms of strategic thinking has been emphasised by Hunt et al (1981) Simmonds (1982) and Wensley (1983), amongst others. Murray (1981) suggested one could distinguish between competitive strategyoften closely allied with a marketing mix approachand innovative strategy.…”

Section: Strategic Thinking and The Organizational Framementioning

confidence: 99%

“…The central importance of the marketing function in encouraging such forms of strategic thinking has been emphasised by Hunt et al (1981) Simmonds (1982) and Wensley (1983), amongst others. Murray (1981) suggested one could distinguish between competitive strategy -often closely allied with a marketing mix approachand innovative strategy.…”

mentioning

confidence: 98%

The Need for Middle‐out Development of Marketing Strategy

Boxer

Wensley

1986

J Management Studies

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The current tendency to move decision making closer to those concerned with implementing decisions in order to make use of their local market and customer knowledge is timely, particularly in relation to marketing strategy. This tendency is reflected both in the shift away from broad strategic analysis and towards encouraging strategic thinking throughout the organization; and in the emergence of more decentralized strategy development through structural innovations such as Strategic Business Units.For the manager-in-the-middle who has historically had the task of relating the broad corporate strategies to the detail of delivering products and services to the customer, this shift in emphasis creates new stresses, for it is not possible for him to assume, even in the most established consumer goods companies, that the strategic development of such activities can be construed within the traditional marketing mix (4Ps) framework. Under such circumstances, he needs a framework which enables him to take account of the crucial interactions going on within the market's infrastructure itself between customers, competition and channels (3Cs).If the manager-in-the-middle is then to be effective in responding to his increasingly complex responsibilities in relation to such markets, he must also be given the ability to manage the micro-organizational context within which he delivers products and services. This micro-organizational context is crucial because it determines the quality of the relationship that can be sustained with the customer. The higher the quality of the relationship, the tighter the coupling that can be maintained with the local market. Such tight coupling makes the relationship with the customer more defensible against competition. It therefore provides the basis for sustaining and developing the profitability of value-adding products and services so necessary to long term corporate survival.

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Marketing as Innovation the Eighth Paradigm

Cited by 41 publications

References 69 publications

STUDY ON THE FIDUCIARY ACCOUNTABILITY, SUSTAINABLE BUSINESS GROWTH IN THE LISTED COMPANIES AND SMEs

STUDY ON THE FIDUCIARY ACCOUNTABILITY, SUSTAINABLE BUSINESS GROWTH IN THE LISTED COMPANIES AND SMEs

The bilateral relationship between human capital investment and innovation in Jordan

The Need for Middle‐out Development of Marketing Strategy

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