New product success through big data analytics: an empirical evidence from Iran

PurposeInnovative firms leverage big data analytics (BDA) benefits in optimising value creation, particularly in business-to-business (B2B) contexts. Examples of this are found in new product success and product innovation performance. However, knowledge of how innovative firms and their corporate customers generate insights from big data, develop new products and gain higher-quality service from intra- and inter organisations' resources is limited. This knowledge manifests in the form of opportunities available in BDA and through the adoption of the co-creation approach to generate value in the form of new product innovation. BDA reflects an excellent means of enhancing a firm's customer agility, but how this is possible remains largely unknown.Design/methodology/approachIn this research, the authors hypothesise that new product success is a function of a firm's customer agility and product innovation performance moderated by environmental turbulences. In turn, the firm's customer agility is enhanced by the effect of big data aggregation and analytical tools. These hypotheses have been confirmed by a survey in an emerging market.FindingsThe authors use structural equation modelling to test the authors’ hypotheses. The main contribution of this research is the conceptualisation and test of an integrative framework identifying the links among a firm's customer agility, new product success and BDA capabilities.Practical implicationsThe study established that BDA tools – the effective use of data aggregation tools and the effective use of data analysis tools – shape customer agility in achieving new product success. This study contributes to one’s understanding of the relevance of BDA in B2B value creation contexts.Originality/valueThe study findings show that BDA shapes a firm's customer agility in achieving new product success.

Link between digitalization and new product launch

Digital transformation and new product success are critical factors for companies’ competitiveness. Does a link exist between digitalization measures within companies, and their new product success? A former study among trading companies has diagnosed a link already. However, as only limited to trading business and a small sample, results stay little robust. Further research is needed. Therefore, the question of this work is, if this link also exists within B2B industrial firms, hypnotising that the link should also be there. Therefore, empirical data among 1.000 production firms in Germany has been gathered with a huge panel survey. Current times are described by high competition and fast changing trends. Companies’ abilities to innovate is therefore a result and a necessary ability to encounter the threat of being outperformed by competitors. Research on this subject therefore closes a relevant scientific gap. This article enlarges the knowledge gathered from a first survey among traders, with a bigger survey among industrial firms. The method of this work is to collect data within German B2B industrial firms and to run a correlation and regression analysis to answer the question, if companies who took relevant digitalization measures, report also higher new product success and compare the results to the previous study among trading firms. The study confirms the previously found link as well for industrial firms. Companies who take digitalization measures, can take profit from them by a higher success of new products.

Does digitalization boost companies‘ new product launch success?

Digitalization and new product launch are two important topics which have been proved to have large input on companies’ success. Digitalization, because it can boost productivity, diminishes cost and raises effectiveness. New product launch, because innovation success guarantees high product margins and helps to avoid existence-threatening price competition in commoditized product markets. However, regarding shorter product life cycles, the ability to innovate and launch new products successfully, becomes an evident driver of companies’ success. Can digitalization with its described effects help to raise new product launch success? Are companies who obtain a higher level of digitalization degree, more successful concerning new product launch results? Although this question is a relevant topic to marketing and strategic management, there has not been research on that topic. Thus, research on that subject would close a relevant gap in science. In that sense, the objective of this article is to reveal the link between digitalization and new product launch success.This question is highly relevant before the background of the fourth industrial revolution, driven by the digitalization of business. Nevertheless, this specific question has never been asked. Also, no construct exists which allows to operationalize and measure the amount of the digitalization degree related to those digitalization measures that are relevant for new product success (= the relevant digitalization degree). This study is a first attempt to open the new field of links between digitalization and new product success. Therefore, the correlation between new product launch success and digitalization degree of German B2B traders has been inspected on the basis of an empirical survey.

The Role of Artificial and Nonartificial Intelligence in the New Product Success with Moderating Role of New Product Innovation: A Case of Manufacturing Companies in China

Currently, there is an increasing trend in the organizations towards examining the artificial intelligence and nonartificial intelligence for the innovation and success of the new product, as well as getting the intentions of the upcoming researchers. Thus, the purpose of the ongoing study is to examine the role of artificial and nonartificial intelligence in the new product success along with the moderating role of new product innovation in the manufacturing organizations of China. The quantitative methods have been followed by the study and gathered the responses from the respondents using questionnaires, and analysis has been conducted by using the smart-PLS. The results exposed that artificial intelligence and nonartificial intelligence have positive and significant nexus with the new product success. The outcomes also revealed that the new product innovation significantly moderated the links among the nonartificial intelligence and new product success, but it insignificantly moderated the links among the artificial intelligence and new product success in the manufacturing organizations of China. These findings have provided the guidelines to the manufacturing companies and their policies developing authorities that they should be developed and implement the suitable policies regarding the adoption of artificial intelligence and nonartificial intelligence that enhance the success of the new product, which ultimately enhances the success of the organization.

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

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.

Impact of Marketing Synergy on the New Product Results

Studies reveal that marketing synergy is related to the market performance of new products, and thus is considered to be a fac­tor of their success. The goal of the article is to present results from an empirical study of the impact of marketing synergy on new prod­uct results in Bulgarian companies. The article outlines research on the resource theory as a base for the concept of marketing synergy, and presents different views of marketing synergy as a success factor in new product develop­ment. Marketing synergy is regarded as con­gruency between the existing marketing skills of the firm and the marketing skills needed to execute a new product initiative successfully. A methodological approach for research of the marketing synergy has been developed. Results of the empirical study reveal that there is a link between the level of marketing synergy and the indicators for measurement of new prod­uct results, but there isn’t a link between the level of marketing synergy and the level of new product success.

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

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.