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ISBM Pulse: Innovation and new product development

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Toward a New Framework for Innovating B2B (Mark Dancer)

Amazon Business is not the future of B2B, or it shouldn’t be. Innovation by B2B for B2B has hit a logjam because existing go-to-market frameworks are not aligned with the opportunities and challenges of the digital age Distribution is a neglected but massively essential B2B asset for established companies. Distribution is drifting towards the future without innovation frameworks that unify the traditional value chain while making room for collaborations with B2B minded platforms. Amazon Business will own the future of B2B if innovators at established companies do not define the future of distribution for themselves. This talk will explore the heart, soul, and future of distribution, with implications for manufacturers, distributors, digital startups, and technology vendors. Presentation from the October 2021 ISBM Members Meeting.

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The Relative Effects of B2B (vs. B2C) Service Innovations on Firm Value (Dotzel and Shankar 2019)

As B2B firms increasingly become service-dominant in hopes of building lasting customer relationships, it becomes imperative to determine if the resources and expertise needed to implement B2B service innovations also create increased risk for B2B firms. The differences between customer and business markets find that the impact of service innovations varies across B2B and B2C domains.

What Sets Growth Leaders Apart From Growth Laggards?

What distinguishes growth leaders from growth laggards? In this interview, George Day and Gregory P. Shea discuss how organically growing firms successfully attract, nurture, and retain innovation talent. The commitment to innovation is ingrained in a firm’s culture and organizational structures and processes. Innovation talent is drawn to organizations with these characteristics. 

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The Pandemic is Turbocharging Government Innovation

The pandemic has emphasized the importance of governments to work with the latest innovations and technologies available. Fighting COVID-19 requires data-derived insights and advanced technology to allow quick response to ever-changing conditions. For many government agencies – in the US and elsewhere – shortcomings have come painfully into view. Many countries have responded to the need for modernization by channeling aid packages and funds to government telework, telehealth, cybersecurity and network bandwidth projects. 

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AIM Institute: Guessing at B2B Customer Needs

The AIM Institute studied 50 new product development teams from 20 B2B companies that had conducted B2B customer interviews. Five in six teams reported that these customer interviews impacted their product design. This means that if you don’t interview B2B customers to formulate new product objectives, your customer insight is probably lacking. Most new product development teams would develop substantially different products if they truly understood their B2B customer needs. In the report ‘Guessing at B2B Customer Needs’, the AIMS Institute discussed the method of interviewing customers.

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The Hard Truth About Innovative Cultures

In this Harvard Business Review article, Gary Pisano shines a light on innovative cultures and analyzes why it is so hard to achieve an innovative organizational culture. According to Pisano, innovative cultures are paradoxical, having two sides of the coin. Innovative cultures have attractive, even ‘fun’ aspects, but are married with some tougher and less fun behaviors. Attempts to create innovative cultures will fail, unless these tensions are carefully managed: 

Winning At New Products (Robert Cooper)

Based on the webinar leader’s book by the same title, “Winning at New Products” this webinar looks at the latest thinking and best practices in new-product development. Also, we see the most up-to-date Stage-Gate system and how it works. A must for anyone wanting to improve their R&D productivity or to update their idea-to-launch methods, especially critical as we move into Digital Transformation.

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Ideation When Social Distancing

Many employees are practicing social distancing by working from home. This new environment prevents the free flow of ideas, especially those originating from informal hallway conversations and coffee breaks. The lack of ideas coming from the organization hurts innovation processes and quite frankly, the main operations and firm practice too. How can we maintain the flow of ideas at a (social) distance? This article offers advice on maintaining connection, interaction, and idea generation in virtual settings.