Product Innovativeness, Customer Newness, and New Product Performance: A Time-Lagged Examination of the Impact of Salesperson Selling Intentions on New Product Performance

AbstractThe current research depicts the relationship between new product innovativeness and its performance, which was addressed in previous studies; yet the results remain contradictive with little focus on environmental settings. The paper aims to reveal the role of commercial environment towards new product performance, which allows forecasting the performance on the basis of expected settings and exploring the link between new product innovativeness and its performance in a more detailed way. In the study, moderating environmental settings are defined as a set of marketplace characteristics on market level, company commercial characteristics, and a set of sales channel characteristics on retailer’s category level. Research contributes to the following areas: reveals the role of environment towards performance and allows forecasting new product performance on the basis of expected settings.

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2 New Product Performance: What Distinguishes the Star Products

Australian Journal of Management ◽

10.1177/031289620002500104 ◽

2000 ◽

Vol 25 (1) ◽

pp. 17-46 ◽

Cited By ~ 81

Author(s):

Robert G. Cooper ◽

Elko J. Kleinschmidt

Keyword(s):

Three Dimensional ◽

New Product ◽

Product Performance ◽

Risk Level ◽

Star Products ◽

Performance Space ◽

New Product Performance ◽

Performance Group ◽

Managerial Implications ◽

The Impact

Better new product performance is important for the survival of the firm. Based on a three-dimensional performance space, 110 new products launched from 55 Australian firms are grouped into five performance clusters. Performance groups from ‘Stars’—the winning group to—‘Dogs’—the worst performance group. The five groups could be well explained by the impact constructs. ‘Stars’; did what one expects for winning projects (product advantage, homework, cross-functional team, reasonable risk level, etc.), ‘Dogs’ were identified as doing nearly everything wrong. The Australian results were tested against international findings and concurred fully. Managerial implications are detailed.

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Customer involvement and new product performance

Industrial Management & Data Systems ◽

10.1108/imds-11-2015-0457 ◽

2016 ◽

Vol 116 (8) ◽

pp. 1700-1718 ◽

Cited By ~ 13

Author(s):

Taiwen Feng ◽

Di Cai ◽

Zhenglin Zhang ◽

Bing Liu

Keyword(s):

Design Methodology ◽

New Product ◽

Product Performance ◽

Content Type ◽

Performance Effect ◽

Customer Involvement ◽

New Product Performance ◽

Joint Influence ◽

The Impact ◽

The Relationship

Purpose The purpose of this paper is to examine the joint influence of technological newness (TN) and market newness (MN) on the relationship between customer involvement (CI) and new product performance. Design/methodology/approach The authors employed hierarchical moderated regression analysis to test the hypothesized relationships using survey data collected from 214 Chinese manufacturing firms. Findings The authors found that the impact of CI on new product performance varies across the different configurations of TN and MN. Specifically, the performance effect of CI is most positive under low TN and high MN, while the performance effect is least positive under low TN and low MN. Originality/value This study enriches CI research by identifying different configurations of product innovativeness that augment or limit the value of CI.

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