Marketing und Innovation in disruptiven Zeiten – Eine Einführung und eine Einordnung der Beiträge dieses Buches

Kleinaltenkamp, Michael; Gabriel, Lorenz; Morgen, Julian; Nguyen, Mi

doi:10.1007/978-3-658-38572-9_1

Cited by 2 publications

(2 citation statements)

References 25 publications

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“…They may require a reassessment of a company's existing products and services, and necessitate the need for strategic realignment or business model innovation. Companies must recognize these disruptive factors and react accordingly to secure or expand their market position [2,25,26].…”

Section: Introductionmentioning

confidence: 99%

Disruptive Factors in Product Portfolio Management: An Exploratory Study in B2B Manufacturing for Sustainable Transition

Gramberg,

Bauernhansl,

Eggert

2024

Sustainability

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Business-to-business (B2B) manufacturing companies are increasingly confronted with transformative trends such as sustainability, digitalization, and servitization. These trends are changing how product portfolios are developed, and how value contributions are assessed, and therefore have disruptive potential. Dealing with these disruptive factors in Product Portfolio Management (PPM) is a largely unexplored topic. This study presents an empirical-qualitative exploration that contributes significantly to the field. The aim is to clarify the extent to which disruptive factors influence the evaluation and shaping of the product portfolio in B2B manufacturing companies. The Gioia method was used to evaluate 21 semi-structured interviews with experts from leading B2B manufacturing companies. Eight overarching challenges in PPM resulting from disruptive factors were identified. Based on the eight overarching challenges and their associated causal relationships, two aggregated dimensions of action were derived: (1) increasing speed and flexibility by using generative artificial intelligence (AI) in a defined PPM process and (2) adjusting the product portfolio evaluation to consider various strategic drivers. These two dimensions of action call for future research to overcome the disruptive factors in PPM.

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Section: Introductionmentioning

confidence: 99%

Disruptive Factors in Product Portfolio Management: An Exploratory Study in B2B Manufacturing for Sustainable Transition

Gramberg,

Bauernhansl,

Eggert

2024

Sustainability

View full text Add to dashboard Cite

show abstract

“…Companies must recognize these disruptive factors and react accordingly to secure or expand their market position. [23][24][25] Product Portfolio Management (PPM) is a sub-discipline of strategic management that evaluates, optimizes, and controls existing and future product-market activities with a long-term perspective [1,26]. Compared to product management, PPM adopts a higher-level perspective to allocate resources according to their strategic relevance and prioritization of measures.…”

Section: Introductionmentioning

confidence: 99%

Disruptive Factors in Product Portfolio Management: A Qualitative Exploratory Study in B2B Manufacturing

Gramberg,

Bauernhansl,

Eggert

2024

Preprint

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Business-to-business (B2B) manufacturing companies are increasingly confronted with transformative trends such as sustainability, digitalization, and servitization. These trends are changing how product portfolios are developed, and value contributions are assessed, and therefore have disruptive potential. Dealing with these disruptive factors in Product Portfolio Management (PPM) is a largely unexplored topic. This study presents an empirical-qualitative exploration that contributes significantly to the field. The aim is to clarify the extent to which disruptive factors influence the evaluation and shaping of the product portfolio in B2B manufacturing companies. The Gioia method was used to evaluate 21 semi-structured interviews with experts from leading B2B manufacturing companies. Eight overarching challenges in PPM resulting from the disruptive factors were identified. Based on the eight overarching challenges and their associated causal relationships, two aggregated dimensions of action were derived: (1) increasing speed and flexibility by using generative artificial intelligence (AI) in a defined PPM process and (2) adjusting the product portfolio evaluation to consider various strategic drivers. These two dimensions of action call for future research to overcome the disruptive factors in PPM.

show abstract

Marketing und Innovation in disruptiven Zeiten – Eine Einführung und eine Einordnung der Beiträge dieses Buches

Cited by 2 publications

References 25 publications

Disruptive Factors in Product Portfolio Management: An Exploratory Study in B2B Manufacturing for Sustainable Transition

Disruptive Factors in Product Portfolio Management: An Exploratory Study in B2B Manufacturing for Sustainable Transition

Disruptive Factors in Product Portfolio Management: A Qualitative Exploratory Study in B2B Manufacturing

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