Where innovation processes make a difference in products' short‐ and long‐term market success

Abstract

Purpose -This paper seeks to investigate with reference to which factors the innovation processes of new and improved products differ and how these factors relate to the products' success on the market, with a specific focus on technology-and market-related factors. Design/methodology approach -Data were collected on 129 products of the Dutch food and beverages (F&B) industry announced in professional journals in 1998. Questionnaires were used in 2000 to evaluate product innovativeness, product innovation process factors and short-term market performance; whereas in 2005 long-term market performance was measured. Findings -The results show that there are considerable differences in the innovation processes of new versus improved products and in the role of process-related aspects in the short-and long-term market success of these products. Interestingly, taking the current emphasis on market orientation in the F&B industry into account, technology-related aspects are especially crucial for long-term market success. Originality/value -The study distinguishes between product development processes of new versus improved products and relates innovation process factors to the success not of the company as a whole but of the specific product that is under development. This is a new approach. Moreover, the success of products is measured not only soon after market launch, but also after several years. It fills an important research gap by investigating success factors of products that have become cash cows of F&B companies.

The Influence of Organizational and National Culture on New Product Performance

“…79 estimates based on the following coding: Innovation orientation, innovative climate (e.g., Riel, Lemmnik, and Ouwersloot, 2004;Zhang and Duan, 2010) Creating change, learning orientation (e.g., Atuahene-Gima, Slater, and Olson, 2005;Baker and Sinkula, 1999) Risk-taking leadership (e.g., Calantone, Garcia, and Dröge, 2003) Creativity, openness, flexibility (e.g., Im and Nakata, 2008) Process orientation (e.g., Enzing et al, 2011) MARKET…”

“…183 estimates based on the following coding: Goal-oriented, goal clarity, stability (e.g., Lynn, Skov, and Abel, 1999;Salomo, Weise, and Gemünden, 2007) Market, customer, and competitor orientation (e.g., Atuahene-Gima, 2005;Calantone et al, 2003;Paladino, 2007) Pressure for performance (e.g., Rodríguez-Escudero, Carbonell, and Munuera-Alemán, 2010) Results/output-oriented (e.g., Enzing et al, 2011) HIERARCHY…”

Impact of Organisational Culture on New Product Success: an Empirical Study of Spanish Firms

“…For all these reasons the literature has looked more and more at what are the determinants of NP success (e.g., Bastic, ; Evanschitzky et al ., ; Jin and Li, ). Among the organisational factors that are considered to enhance NP success, recent studies highlight organisational culture (Enzing et al ., ), or certain cultural traits (Zhang and Duan, ), as important determinants of NP success. However, few papers have empirically studied the effect of culture on NP success, and those examining how different culture types affect NP success are lower (Eisend et al ., ).…”

“…Although culture is considered an important factor of NP success, it has barely been broached in empirical studies (Zhang and Duan, ; Enzing et al ., ; Eisend et al ., ;). Furthermore, there is little discussion on how organisational culture affects the success of NP.…”

Open innovation : the road to success in agrifood?

“…Apparently, the radical character of most of these products increased their chances of survival. Another interesting result was that the products developed in open innovation projects were more successful than those that came from the firm's own R&D. Especially the innovations that resulted from cooperation with supply chain partners, ingredient suppliers in particular, and involving universities and research institutes, performed particularly well (Enzing et al, 2011). Figure 9 shows how far the agrifood sector has come by now.…”