The Consequences of Market Orientation on Performance, New Product Success, and Customer Satisfaction in Traditional Sectors

2021 ◽  
pp. 67-82
Author(s):  
Paulo Matos Graça Ramos
Keyword(s):  
Customer Satisfaction ◽  
Market Orientation ◽  
New Product Development ◽  
Business Performance ◽  
New Product ◽  
Marketing Strategies ◽  
New Product Success ◽  
Product Success ◽  
Wine Sector ◽  
Business Profitability

The market orientation concept used has been used as a way to measure the implementation of marketing strategies and tactics. Although it is still widely accepted and used as a framework for various researches, it is still open for debate as there is not yet a consensus on its consequences on business performance and in other consequences such has new product development and customer satisfaction. This chapter discusses the application of market orientation in a traditional sector (the Portuguese wine sector) using a market orientation model that integrates both the cultural and the behavioural streams. The results of the research lead us to conclude that market orientation favours in a moderate ways new product success and customer satisfaction and that it is not directly related with business profitability.

The Determinants of Japanese New Product Successes

1997 ◽  
Vol 34 (1) ◽  
pp. 64-76 ◽  
Author(s):  
X. Michael Song ◽  
Mark E. Parry
Keyword(s):  
Best Practices ◽  
Product Development ◽  
New Product Development ◽  
Functional Integration ◽  
New Product ◽  
New Product Success ◽  
Product Success ◽  
The Past ◽  
Japanese Firms ◽  
Using Data

The authors report the results from a three-year study of new product development practices in Japanese firms. They develop a causal model of factors correlated with new product success. They test the model using data collected on 788 new products developed and commercialized by Japanese firms in the past four years. The “best practices” identified in this study suggest that Japanese new product success is positively influenced by the level of cross-functional integration and information sharing, the firm's marketing and technical resources and skills, the proficiency of the new product development activities undertaken, and the nature of market conditions. Cross-functional integration and product competitive advantage are two key determinants of new product success. The authors also discuss managerial and research implications.

The Dimensions of Industrial New Product Success and Failure

1979 ◽  
Vol 43 (3) ◽  
pp. 93-103 ◽  
Author(s):  
R.G. Cooper
Keyword(s):  
Market Orientation ◽  
Dominant Role ◽  
New Product ◽  
Multivariate Methods ◽  
Extensive Investigation ◽  
Industrial Products ◽  
Product Strategy ◽  
New Product Success ◽  
Product Success

This article reports the results of Project NewProd, an extensive investigation into what separates successful from unsuccessful new industrial products. Multivariate methods are used to probe this success/failure question. The dimensions underlying success and failure are identified. The dominant role of product strategy and the need for a strong market orientation clearly are demonstrated.

The effect of new product development techniques on new product success in Spanish firms

2002 ◽  
Vol 31 (3) ◽  
pp. 261-271 ◽  
Author(s):  
Francisco Javier Miranda González ◽  
Tomás Manuel Bañegil Palacios
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
New Product Success ◽  
Product Success

MARKET ORIENTATION AND NEW PRODUCT SUCCESS RELATIONSHIP: THE ROLE OF INNOVATION CAPABILITY, ABSORPTIVE CAPACITY, GREEN BRAND POSITIONING

2020 ◽  
pp. 2150033
Author(s):  
COURAGE SIMON KOFI DOGBE ◽  
BYLON ABEEKU BAMFO ◽  
WISDOM WISE KWABLA POMEGBE
Keyword(s):  
Market Orientation ◽  
Absorptive Capacity ◽  
New Product ◽  
Brand Positioning ◽  
Innovation Capability ◽  
New Product Success ◽  
Product Success ◽  
The Relationship ◽  
Moderating Role

We explored the mediating role of innovation capability in the relationship between market orientation and new product success; the moderating role of realised absorptive capacity in the relationship between market orientation and innovation capability; and finally, the moderating role of green brand positioning in the relationship between innovation capability and new product success. Empirical analysis was based on 329 manufacturing firms. Various validity and reliability checks were conducted before the presentation of the actual analysis, which was conducted using the ordinary least squares approach in SPSS (v.20). Findings supported all our three hypotheses for the study, thereby showing innovation capability, realised absorptive capacity and green brand positioning, are very critical in the market orientation-new product success relationship.

Impacts of environmental turbulence on entrepreneurial orientation and new product success

2014 ◽  
Vol 17 (2) ◽  
pp. 229-249 ◽  
Author(s):  
Stanley Kam-Sing Wong
Keyword(s):  
New Product Development ◽  
Entrepreneurial Orientation ◽  
Manufacturing Industry ◽  
New Product ◽  
Policy Implications ◽  
Three Dimensions ◽  
Environmental Turbulence ◽  
New Product Success ◽  
Content Type ◽  
Product Success

Purpose – What leads to new product success (NPS) is a very complex issue. Although prior research widely demonstrates that entrepreneurial orientation (EO) is a determinant for NPS and environmental turbulence is a form of unpredictability which impacts on the success of a product, little research has been conducted to examine if and to what extent environmental turbulence induces the EO behaviors of a firm and how these behaviors contribute to NPS. The paper aims to discuss these issues. Design/methodology/approach – This study, which used data collected from 244 China-based electronics manufacturers, proposed and tested the theoretical relationships among the three constructs in the context of the electronics industry in China. Findings – Results revealed that the three dimensions of EO (innovativeness, proactiveness and risk-taking) drive NPS. Environmental turbulence strongly influenced all three dimensions of EO, though its influence on NPS was mixed as there existed a strong negative but insignificant direct association between the two constructs. Innovativeness, which was found to be most effective in driving NPS in the EO and NPS relationship, was relatively less responsive to environmental turbulence than proactiveness. The study confirmed the postulated role of environmental turbulence in inducing the EO behaviors of a firm, signaling environmental turbulence, if tactfully leveraged, can play a positive role in new product development (NPD). Research limitations/implications – The study is quantitative using data emanating from the electronics manufacturing industry in China, further empirical study would be useful to verify and complement the results in other industries and other countries. Originality/value – This study contributes to the scholarly inquiry of EO and NPD by exploring the influences of environmental turbulence and EO on NPS. As environmental turbulence induces EO and EO mediates the relationship between environmental turbulence and NPS, simultaneous consideration of these two constructs can lend useful insight into their joint impacts on NPD. Theoretical and managerial implications were examined and policy implications, especially the practicality of the findings to policymakers in China, were discussed.

The influence of leadership styles on new product development performance: the moderating effect of product innovativeness

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chonlatis Darawong
Keyword(s):  
Leadership Styles ◽  
New Product Development ◽  
Transactional Leadership ◽  
New Product ◽  
Product Innovativeness ◽  
New Product Success ◽  
Content Type ◽  
Team Members ◽  
Product Success ◽  
The Impact

PurposeThis article aims to examine the impact of leadership styles on new product development (NPD) and how product innovativeness of NPD projects moderates this impact. The results reveal the implications of different product innovativeness for leaders of NPD projects in achieving successful outcomes.Design/methodology/approachData were collected through a questionnaire survey of NPD team members who were involved in NPD. Participants were employees from different departments, including research and development (R&D), quality control (QC), production and marketing. These individuals worked in innovative manufacturing industries such as automotive and auto parts and electronics.FindingsResults show that transformational leadership has a significantly positive effect on new product success and NPD speed, whereas transactional leadership has a significantly negative effect on both outcomes. Furthermore, the positive impact of transformational leadership on new product success for high innovativeness is stronger than for low innovativeness. In addition, the negative impact of transactional leadership on both new product success and speed for high innovativeness is stronger than for low innovativeness.Research limitations/implicationsFirst, the sample size was fairly small because of limited access to middle-level management and low willingness to share information involving the firms' production. Second, since both transformational and transactional leaderships are multidimensional, each dimension may affect performance in different ways. Third, the respondents were mainly from a single department which could omit varying perspectives.Practical implicationsThe research findings provide recommendations on how different leadership styles support team members to effectively perform NPD tasks in either high or low innovativeness.Originality/valueThis study extends the theory of leadership by providing a holistic understanding of how leadership styles affect NPD performance. It also extends the understanding of how the impact of two different leadership styles on NPD performance is moderated by product innovativeness.

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