scholarly journals Ontological struggle over new product category: Transition potential of meat alternatives

2022 ◽  
Vol 42 ◽  
pp. 1-11
Author(s):  
Annika Lonkila ◽  
Minna Kaljonen

To assess the Positioning and Marketing potentials of KALCO’s Virgin Coconut Oil (K’s-VCO) only in the perspective of being consumed as “Functional Food” .To understand the characteristic, receptiveness and response of potential consumers to the introduction of a new product category “Functional Food” .This study attempts to test and establish the factors that will influence and drive the market creation for oils as functional food .To asses and ascertain the possible channels of distribution and supply chain for the products first placement into market.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Cortney L. Norris ◽  
D. Christopher Taylor ◽  
Scott Taylor Jr.

Purpose This study aims to introduce, explicate, offer a framework and provide future research directions for a phenomenon herein named rogue marketing. Rogue marketing is explored vis-à-vis a phenomenon that occurred over the summer of 2019 with a new product category, hard seltzers. It is proposed that rogue marketing occurs when an unaffiliated individual creates and posts an informal message about a brand on social media that becomes viral. Although the post is not funded or endorsed by the company that owns the brand, reaching viral status results in free and unexpected advertising (positive or negative). Design/methodology/approach Rogue marketing is first explored through a comparative analysis with company produced advertisements. Then, the company’s response to rogue marketing is gauged through both qualitative and quantitative data. The sample of 210 respondents was recruited from students enrolled in college hospitality courses and through posts made on social media. Findings Rogue marketing is found to be somewhat more compelling than company produced advertisements and those who found the rogue marketing message more compelling had stronger sentiments regarding the company’s response. Research limitations/implications This exploratory study of rogue marketing provides a conceptualization and starting framework for future research concerning this phenomenon. Originality/value Rogue marketing is a new phenomenon and is distinct from influencer marketing and viral marketing in its characteristics. Additionally, the company’s response to rogue marketing messages may influence behavioral outcomes.


Author(s):  
Lakshmi Shankar Iyer ◽  
Goutam Dutta

The case deals with the unforeseen uncertainties faced by Reva, the first electric car of India, while entering the Indian market. The company was able to take up the challenge of making an energy efficient car. As a new product, Reva achieved operational success, developing an electric, low energy car. Its marketing strategies had limited consumer pull and had to be strengthened to gain consumer acceptance. The ecosystem worldwide is looking for support from governments on the concept and the infrastructure of this product category.


Technovation ◽  
2004 ◽  
Vol 24 (9) ◽  
pp. 713-719 ◽  
Author(s):  
Cecilia Mark-Herbert

Author(s):  
Dorian-Laurentiu Florea ◽  
Claudiu-Catalin Munteanu ◽  
Dora-Carmen Galvez Cruz ◽  
Gabriela Capatina

Theory underlines the role of new product development for company survival and success. However, the success rates of new products launches are always at underwhelming levels. Practical wisdom shows that new product performance is the outcome of both controllable, internal factors and external, uncontrollable factors. The authors contrast the role of product category lifecycle as an external factor and of marketing capabilities as an internal factor, to find the balance between these two determinants. To the best of our knowledge, this is the first study to compare the impact of both types of factors on launch proficiency and further product growth. We apply PLS-SEM on a sample of 213 Mexican firms to test a theoretical model grounded on resource-advantage theory and strategic choice theory. Results show that both determinants are significant, but marketing capabilities exert a much stronger influence on new product performance. The relationship between marketing capabilities and unique product performance is mediated by marketing program planning. In contrast, the relationship between product category lifecycle and new product performance is mediated by launch proficiency. In this context, marketing program planning efficiency represents the mid-term and long-term quality of strategic marketing. At the same time, the overall launch proficiency reflects the short-term ability of the company to launch new products. From the perspective of strategic choice theory, the results of our study reinforce the importance of a successful launch for the short-term and mid-term new product performance. Besides, our empirical research finds that product category lifecycle strengthens the positive relationship between marketing program planning and unique product performance. This makes marketing program planning more critical for new product performance as the product category matures. From a managerial standpoint, our findings dismiss the uncontrollable market forces as the main reason for new product failures. We show that new product failures are most often caused by the marketing manager’s inability to devise an appropriate marketing plan. The paper also contributes to the literature of resource-advantage theory by providing compelling evidence regarding the foremost importance of marketing capabilities for new product success. Our findings also emphasize the essential role of launch proficiency in further product success, as it is difficult to recover from an early product failure. In practical terms, managers are advised not to postpone new product launches under the «bad timing» argument. Keywords launch proficiency, marketing capabilities, marketing program planning, new product performance, product lifecycle.


2021 ◽  
Author(s):  
◽  
Ananda Lailana Qadrina Sutjijoso

<p>The classic view of marketing has always regarded the customer as external to the firm and a passive recipient of the firm’s value creation effort. However, there is an increasing conception that in order to succeed in today’s challenging market environment, value needs to be co-created by companies and consumers, and co-creation is seen as an innovative method to facilitate these value creation activities. One of the primary limiting factors of greater consumer engagement has historically been the poor connectivity between customers and producers. The Internet is regarded as a new form of technology that significantly facilitates and enhances the connectivity between customers and producers, and through this, the phenomenon of virtual co-creation emerged. Virtual co-creation is a considerably new and growing phenomenon that offers a new opportunity for marketers to better satisfy customer requirements by involving them more fully in the creation of a new product. While the concept of virtual co-creation has been thoroughly examined at a conceptual level, empirical research in this concept is limited and has primarily focused on co-creation in a firm setting. Thus, minimum attention has been paid to the phenomenon of co-creation from a consumer perspective. Specifically focusing on co-creation in the New Product Development context, this study examines consumer value perceptions of the virtual co-creation method, and its subsequent impact on consumer future intention to use the co-creation method. A Value-based Technological Acceptance Model was adopted to measure consumers’ value perception of the co-creation method. Using My Starbucks Idea and Dell’s Design Studio as the examples, this model was empirically tested in two instances: 1) the ‘contribution’ & non-technological product category, and 2) the ‘selection’ & technological product category. The study found that consumers, in general, had a positive value perception of co-creation methods, which, in turn, positively influence their future intention to use the co-creation method. This confirmed that virtual co-creation, as a new method for firms and consumers to collaborate in creating a new product, was well received by consumers. With the existence of this opportunity for collaboration, virtual co-creation is deemed to be a trend that is hard to ignore as it offers a promising and a more holistic approach to a New Product Development strategy.</p>


Author(s):  
Paul W. Farris ◽  
Ervin R. Shames ◽  
Richard R. Johnson ◽  
Jordan Mitchell

This case (an abridged version of UVA-M-0663) describes the history of the Red Bull brand and how the company stimulated and harnessed word of mouth to build a new product category (functional energy drinks) and brand franchise. The case concludes by asking the reader to consider where Red Bull will take its brand, product line, and marketing next, in light of many competitive challenges in the United States. The case was written to foster discussion of nontraditional brand-building strategies and the growing globalization of brands and products targeted toward younger consumers.


Author(s):  
Yi Qian

The Joyoung brand was launched in 1994 when a group of recent college graduates invented the world's first automatic hot soymilk-maker home appliance. After some ups and downs, the Joyoung manufacturer founded the Shandong Joyoung Electric Appliances Co., Ltd. in 2002. It was further reorganized to the current Joyoung Company Limited in September 2007. Joyoung's sales grew rapidly from RMB 6 million in 1994 to 120 million in 1999, and this trend has continued into the new century. By the first quarter in 2006, the signature product of Joyoung—the soymilk makers—alone have already surpassed the sales by Philips Home Appliances in the Chinese market. Contrary to its current success, however, Joyoung Soymilk Maker's launch did not go smoothly. When the first model of the automatic soymilk maker was introducted in 1994, people had no idea what this new creature was supposed to do. The first 2,000 units of Joyoung products remaintroducedined stacked in storage for months. Joyoung then decided to conduct some marketing research. Joyoung's repositioning strategies and new product developments based on their marketing research have been evidently successful, and they have defined a new product category in China and in the world.


2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mevludiye Guzel ◽  
Bülent Sezen ◽  
Umit Alniacik

Purpose This paper aims to analyze value co-creation (VCC) in new product development from consumer’s perspective. It offers a holistic approach to consumers’ VCC behavior with its before (drivers) and after (consequences) stages. Design/methodology/approach Three consecutive studies are carried out to test the hypotheses examining the antecedents and results of co-creation behavior, as well as the behavior itself in a new headphones design context. The experimental data have been collected from 934 university students within a period of six months. Findings Findings suggest that extraversion and openness to experience increase consumers’ willingness to participate in VCC. Celebrity endorsers and product category involvement also affect this tendency. When consumers display co-creation behavior, they intend to purchase the product to be co-created. However, they are especially keen to buy this co-created product when their contributions are embodied in it. Originality/value Previous studies focus on intentions, lacking a detailed analysis of actual VCC behavior. By shedding light on co-creation behavior with its before and after stages, this paper contributes to co-creation literature with a field experiment. Consumers’ co-creation behavior has been observed in the context of new product development, which is mostly occupied by business to business research. Therefore, the results also add to research on new product development in business to consumer contexts.


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