Efficient lighting: reactivating the market through consumer stimulus

2014 ◽  
Vol 4 (4) ◽  
pp. 1-8
Author(s):  
Pável Reyes-Mercado ◽  
Dr Rajagopal
Keyword(s):  
Marketing Strategy ◽  
New Product Development ◽  
New Product ◽  
Subject Area ◽  
Marketing Strategies ◽  
Content Type ◽  
Innovative Products ◽  
Marketing Analysis ◽  
Product Technology ◽  
Compact Fluorescent Lamp

Subject area Marketing. Study level/applicability This case is oriented to undergraduate (BA) students taking courses in marketing strategy, branding, new product development and market research. Case overview This case deals with the events surrounding branding and positioning of a compact fluorescent lamp (CFL) by a multinational company settled in Mexico. After working in a private–public partnership (PPP) that deployed millions of CFLs in the Mexican market, the company is now striving to understand customer repurchase behaviour. The company executives are struggling with product, technology, and distribution issues. Their primary task is to develop an appealing marketing strategy and a tactical plan in the context of reduced budget and sceptic customers. Expected learning outcomes This study's task is to enhance student's ability to perform functional marketing analysis; to frame issues according to a given business model to solve the problems that organizations face in developing innovative products; and to propose alternate courses of action and formulate competitive marketing strategies. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Punascha: marketing strategies of a Bengali publisher

2011 ◽  
Vol 1 (4) ◽  
pp. 1-18
Author(s):  
Subhadip Roy ◽  
Sunny Bose
Keyword(s):  
Marketing Strategy ◽  
Development Strategy ◽  
New Product Development ◽  
Graduate Program ◽  
Subject Area ◽  
Marketing Strategies ◽  
Content Type ◽  
Marketing Environment ◽  
Post Graduate

Subject area Marketing, Marketing environment, Marketing strategy. Study level/applicability Post Graduate (MBA), Executive Education Program. Case overview The present case study deals with the marketing strategies of Punascha (meaning re-beginning), a publisher of Bengali non-textbooks based in Kolkata, India. This case is suitable for teaching in Marketing Management course in a Post Graduate Program in Business Management. It could also be taken up for an executive program in marketing strategy. The case study is a live case study, which was based on in-depth interviews with the company people and company site visit. The case study discusses how Punascha started from a humble beginning in 1988 and became one of the leading publishers of Bengali books in India. The key focus of the case is on how a company can use marketing tools effectively (and uniquely) and become successful. Expected learning outcomes Understanding the basics of 4Ps of marketing and how they are used in synchronisation with each other to achieve the marketing objectives. Understanding the role of marketing environment in marketing strategy. Realizing the need of a new product development strategy. Assessing the need of non-traditional modes of marketing communications and its role in product promotion. Supplementary materials Teaching notes.

Urea-molasses mineral block: it's time to make a decision

2015 ◽  
Vol 5 (2) ◽  
pp. 1-8
Author(s):  
Rozhan Abu Dardak ◽  
Farzana Quoquab
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Agricultural Research ◽  
New Product ◽  
Food Supplement ◽  
Public Domain ◽  
Subject Area ◽  
Intellectual Property Right ◽  
Management Problem ◽  
Content Type

Subject area New product development (NPD), entrepreneurship and strategic management. Study level/applicability Advanced undergraduate, MBA/MSc in Marketing and Management course that cover the topics on NPD. Case overview This case illustrates that commercialization of a new product requires a proper strategic direction to make it a reality. The case fact is positioned in livestock feed industry centered on commercialization of a newly developed urea-molasses mineral block (UMMB) or called Nutriblock. Dr Wan, a Senior Principal Research Officer of Malaysian Agricultural Research and Development Institute (MARDI), developed food supplement for ruminants which contained urea, molasses, vitamins, minerals and other nutrients. Dr Wan believed that the UMMB was a better quality food supplement compared to products in the markets because it contained 12 raw feed ingredients and an anthelmintic medication. After almost 10 years of research, in 2003, Dr Wan completed his research and, thus, wanted to get a suitable way to commercialize this product. He had two options: commercializing the technology through licensing of intellectual property right (IPR), or to transfer it as a public domain. The Business Development Unit(BDU) was responsible for the former option, whereas Centre for Promotion and Technology Transfer (CPPT) was in charge for the latter. At the beginning of2006, MARDI decided to commercialize the Nutriblock through licensing the IPR to March Avenue Technology Sendirian Berhad (March Avenue), a newly formed company. March Avenue was formed byKarthiir, a lawyer and Ma Irwan, an electrical engineer. The operation was going smoothly for the first two years. However, problem started in 2008 when Karthiir left the company due to some disagreement with Ma Irwan. Since then, March Avenue failed to achieve its sales target that seriously affected its profit level. Moreover, it suffered from internal management problem. The company finally closed down at the end of 2009. By this four year of operation, March Avenue failed to pay any royalty to MARDI. This circumstance forced Dr Wan to think seriously about his next move regarding choosing the right way of commercializing his Nutriblock. MARDI requested him to give his opinion by January 15, 2010 about whether to give another chance to BDU to commercialize this technology through IPR or to go for public domain under CPPT? Expected learning outcomes Using this case, students can learn that new product development and its commercialization requires proper strategic directions. It illustrates the importance of managing the commercialization of a new product effectively. NPD involves many stages, and it is important to manage every stage properly. This is because a “high-quality product” and/or a “new to the market” product are not enough to succeed in the market. In other words, producing a “product that meets market needs” must be combined with appropriate strategies. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

“Race”-ing ahead! – Just a storm in the tea cup?

2011 ◽  
Vol 1 (1) ◽  
pp. 1-5
Author(s):  
Prafulla Kumar Das
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Life Cycle ◽  
Product Category ◽  
New Product ◽  
Subject Area ◽  
Complex Situation ◽  
Content Type ◽  
Digital Revolution ◽  
Financial Pressure

Subject area Business Administration (Marketing). Student level/applicability MBA. Case overview Although it has become fashionable to talk about how things business are changing at a nanosecond pace owing to hyper-competition, disruptive technologies and empowered consumers; the real change has been based on digital revolution and management of information. Most of the new introductions are entering a phase of facelessness from being innovative within a year of their appearance; whereas, as per one estimate, the breakeven volume is achieved after three years. This puts insurmountable financial pressure on marketing companies. In order to remain ahead of competition, they are introducing more and more new products in growth areas. In this paradoxical, complex situation; a reputed marketer in the pharmaceutical arena like Artichem entered a maturing market of Omeprazole whereas growth areas like Lansoprazole, Pantoprazole and Esomeprazole were still open to them. Did they make a mistake? Was it a bad idea to embark upon? Should they go for introducing new molecules even after a successful launch in the same segment? Expected learning outcomes The student shall be able to: explain the term “positioning” and shall be able to explain why he should go ahead with introducing a brand in an existing and maturing product category; explain the term “product life-cycle” and shall be able to take rational decision in the midst of pressing circumstances to manage a new product in a likely to decline market; and explain the term “new product development” and shall be able to apply the theories of new product development for brand success. Supplementary materials Nil.

Ch’ulel Mendoza, the spa with a difference: a case study of new product development in the wellness industry

2017 ◽  
Vol 7 (3) ◽  
pp. 1-23
Author(s):  
Gina Marano ◽  
Tony Henthorne ◽  
Babu George
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Latin American ◽  
New Product ◽  
Business Plan ◽  
Business Environment ◽  
Subject Area ◽  
Product Development Process ◽  
Content Type

Subject area Hospitality and Tourism. Study level/applicability Senior undergraduate level and graduate level. Case overview This case study charts out the development of a business plan for Ch’ulel Mendoza, a hypothetical all-villa resort nestled against the Andes Mountains, where guests enjoy luxurious wine-infused spa treatments. The business plan has to be comprehensive because it should become the basis of a turnkey project for potential investors. Ch’ulel Mendoza is surrounded by the lush vineyards of some of the most famous wine estates in Argentina. The spa, facilities and services pay homage to the wine-growing heritage of the region, promoting wine to its guests as both pleasurable for consumption and conducive to healthy living. The architectural design speaks directly to the vines themselves: the earth-covered spa is where guests soak up the healing nutrients in the vinotherapy and water treatments, much like the roots are nourished by the elements and water in the soil; the resort area embraces the outdoors with decks, open patios and pools where guests can bask in the sun and enjoy other natural elements, just like the grape plants themselves. Once it becomes operational, Ch’ulel Mendoza will symbolize a blend of wellness, recreation and the charm of the Latin American culture. Expected learning outcomes Develop a comprehensive business plan for a new business, understand the business environment, prepare a strengths, weaknesses, opportunities and weaknesses analysis, develop functional (marketing, finance, human resources, operations, etc.) plans and understand the opportunities and challenges in the new product development process. Subject code CSS: 12: Tourism and Hospitality.

Improving new product development performance by risk management

2016 ◽  
Vol 31 (3) ◽  
pp. 418-425 ◽  
Author(s):  
Mehran Salavati ◽  
Milad Tuyserkani ◽  
Seyyede Anahita Mousavi ◽  
Nafiseh Falahi ◽  
Farshid Abdi
Keyword(s):  
Risk Management ◽  
Product Development ◽  
New Product Development ◽  
Small Sample Size ◽  
New Product ◽  
Small Sample ◽  
Content Type ◽  
Total Performance ◽  
The Relationship ◽  
Npd Performance

Purpose The principal aim of this study is to investigate the relationship between technological, marketing, organizational and commercialization risk management on new product development (NPD) performance. Design/methodology/approach Based on questionnaire, the data were collected from a sample of general automotive industry in Iran. Based on theoretical considerations, a model was proposed and descriptive statistic and hierarchical regression were used to measure the relationship between risk management factors and NPD performance. Findings Data analysis revealed that if organization can amplify their knowledge and information about risk and main factors that affect NPD process, not only can they do their work better but can also increase their ability to predict future happenings that affect performance. Research limitations/implications First, due to the relatively small sample size, caution should be exercised when interpreting the results. Second, the data were collected from automotive producer in Iran, which may restrict to some extent generalizability of the findings. Practical implications The results suggest that managers should consider more attention to risk management. If managers spread the risk management in all aspects of the NPD project, total performance will be increased and it can develop the probability of NPD success. Also organizations should perform great market research due to best commercialization. Originality/value Past researches have presented complete information about NPD process. But identifying and considering the effect of the risk management parameters that are connected to the NPD process were the main thrusts to perform the study. In this paper, based on past research about risk management of NPD, the extra aspect of process that can improve total performance of NPD has been examined.

Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wilert Puriwat ◽  
Danupol Hoonsopon
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
New Product ◽  
Innovation Performance ◽  
Incremental Innovation ◽  
Organizational Agility ◽  
Content Type ◽  
Technological Turbulence ◽  
The Impact

PurposeThis study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally, the moderating effect of technological turbulence on the relationship between the two types of organization is examined.Design/methodology/approachBased on gaps in the existing literature, the survey data are collected from managers who are in charge of developing new products in three industries: food and beverage, chemical and machinery (N = 431). Confirmatory factory analysis is used to verify measurement items and regression analysis is used to test hypotheses.FindingsThe results show that organizational agility increases performance in radical innovation both in a certain situation and an environment with technological turbulence. In contrast, the impact of organizational flexibility is limited to increasing performance in both radical and incremental innovation performance in a certain situation.Originality/valueOur study extends the knowledge of organizational agility and flexibility in the domain of product innovation. Adaptation of organization to respond the technological turbulence will stimulate creativity of new product development teams to produce new useful ideas and transform these ideas to product innovation. The different types of organizing a new product development team to handle technological turbulence will provide different results in product innovation performance. In addition, the findings provide a recommendation on how the organization of a new product development team can improve performance in each type of product innovation under technological turbulence.

Control of project data and team satisfaction as results of PMO effort in new product development projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanderson César Macêdo Barbalho ◽  
Gladston Luiz Silva
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Portfolio Management ◽  
New Product ◽  
Success Factor ◽  
Content Type ◽  
Team Satisfaction ◽  
Project Data ◽  
And Control

PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.

The contingent effects of coopetition on new product development under dual institutional interactions: evidence from China

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hao Shen ◽  
Yu Gao ◽  
Chuan Liu ◽  
Xiangru Chen
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Structural Equation ◽  
New Product ◽  
Government Support ◽  
Equation Modeling ◽  
Institutional Environments ◽  
Dual Nature ◽  
Content Type ◽  
Business Context

Purpose Integrating the coopetition perspective with institutional theory, this study aims to determine how balanced patterns (BPs) and combinative patterns (CPs) of coopetition impact firms’ new product development (NPD) and how these effects are contingent on the various types of interactions between firms and the institutional environments in which they are embedded. Design/methodology/approach To test the hypotheses, 303 firms in China were surveyed. Based on the responses, the proposed model was estimated using structural equation modeling and hierarchical regression analysis. Findings The findings indicate that CP of coopetition enhances NPD but a BP of coopetition impedes NPD. Further, the results suggest that obtaining government support positively moderates the effect of the CP on NPD but negatively moderates the effect of the BP. Conversely, influencing government policy negatively moderates the effect of the CP but positively moderates that of the BP on NPD. Research limitations/implications The findings indicate that different patterns of inter-firm coopetition may have different effects on NPD, thus, providing a holistic and dynamic understanding of the contingent value of coopetition for NPD. The findings also suggest that the complex effects of coopetition on NPD are influenced by institutional interactions, introducing further contingencies to the process of coopetition-based innovation. Practical implications This study provides guidelines for managers seeking to fully understand and capitalize on the dual nature of coopetition: they should be cautious about the different patterns of competition – cooperation interaction and manage their interactions with institutional environments to increase the benefits and avoid the potential damage that different types of coopetition may bring. Originality/value This study offers direct insights into the balanced nature of coopetition and opens up an avenue for further exploration of the specific effects of cooperation dominance and competition dominance on firm performance in the business-to-business context. Moreover, the proposed contingency model offers a potential interface between institutional and coopetition research on NPD in marketing and strategic fields.

scholarly journals A multi-dimensional approach for managing open innovation in NPD

2017 ◽  
Vol 37 (10) ◽  
pp. 1366-1385 ◽  
Author(s):  
Hanna Bahemia ◽  
Brian Squire ◽  
Paul Cousins
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
New Product ◽  
Three Dimensions ◽  
Longitudinal Impact ◽  
Product Innovativeness ◽  
Content Type ◽  
The Impact ◽  
Positive Effect

Purpose This paper explores openness within new product development (NPD) projects. The purpose of this paper is to examine the impact of breadth, depth and partner newness on product innovativeness and product competitive advantage. The authors also seek to examine the contingent effects of the appropriability regime. The authors make suggestions to academics and practitioners based on the findings. Design/methodology/approach The authors use a structured survey instrument producing an empirical analysis of 205 NPD projects in the manufacturing sector in the UK. The authors use an ordinary least squares regression model to test hypothesised relationships between openness (breadth, depth and partner newness), product innovativeness, product competitive advantage and the appropriability regime. Findings The authors find that each of the three dimensions of openness, depth, breadth and partner newness, have a significant but differing impact on product innovativeness. Specifically, the study indicates that breadth has a positive effect but only in the presence of a strong appropriability regime, partner newness has a direct positive effect, and depth a direct negative effect. The authors also find that product innovativeness has a positive impact on product competitive advantage. Research limitations/implications Further research should focus on replicating the findings in other countries, search for further moderating factors, such as the stage of the NPD process, and analyse the longitudinal impact of openness within NPD projects. Practical implications Organisations are encouraging managers to be more open in their approach to NPD. The authors’ findings suggest that managers need to think about the three dimensions of openness, breadth, depth and partner newness. Their engagement with each of these dimensions depends on the desired outcomes of the innovation project and the strength of patents. Originality/value The research extends the extant supplier involvement in new product development literature to examine the effect of up to 11 types of external actor in NPD projects. The authors test a new multi-dimensional measurement scale for the openness construct. The authors show that each dimension has a different relationship with product innovativeness.

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