ISBM at the Penn State Smeal College of Business – Academic Institute supporting B2B Research. Switch to the ISBM-Corporate website.
ISBM at the Penn State Smeal College of Business – Academic Institute supporting B2B Research. Switch to
One of the key promises of the internet and big data is increased efficiency: we can improve processes and routines faster than ever before. However, there is a downside. Too much efficiency can kill creativity, which hurts organization innovation and problem solving. In his book ‘The Efficiency Paradox’, Edward Tenner discusses the limits of big data while making the case for serendipity and intuition.
Firm’s board interlocks represent bridges to valuable market intelligence that could be used in developing incremental innovations and thus, could lead to new product developments and introductions. By analyzing new product introductions of 30 firms over the period of 1997 to 2012, Srinivasan et al. (2018) have found that the strength of the positive relationship between board interlocks and new product introductions depends on the board composition.
The purpose of this chapter is to provide an overview of the state-of-the-art in both research and practice in the field of technology marketing. First, this chapter discusses the domain of technology marketing and why the unique characteristics of this domain create unique marketing-related problems for theory and practice. A brief summary of the state-of-the-art in managerial practice in this field is provided. Third, the chapter presents an overview of the basic approaches to research in the area of technology marketing, addressing strengths and weaknesses of each approach. A key insight arising from our overview is that the time is ripe to coalesce the body of knowledge into a cogent theory of technology marketing. Toward this end, we offer suggestions for research to refine marketing theory in this complicated and fast-moving arena.
Innovation is a critical driver of the improvement in performance of customers, the growth and success of firms and the wealth of nations. Although much is known because of extensive research on innovation, several important questions on innovation still remain unanswered. This chapter identifies ten major topics in innovation, summarizes the major contributions of and issues in those topics and outlines key research questions for the future.
The majority of product developers have adopted a gating or stage-and-gate idea-to-launch process to screen and manage their new product projects. Increasingly, however, leading firms are reinventing their innovation processes: they are building in new methods for generating and screening ideas, streamlining their processes, creating “gates with teeth”, and making their processes leaner, more adaptable and more flexible to suit today’s rapid pace of technological change. This chapter presents a quick overview of the basic stage-gate system, and then identifies some of the new best practices and key success drivers that result in higher productivity in new product development. The result is the next generation idea-to-launch innovation process.
This presentation describes the context for the introduction of Agile to the Innovation team of Armstrong World Industries, covers the tools and approach used in the generation of the first minimal viable product and uses the launch of ACOUSTIBuilt™ as a case history for how Agile methods can be applied to a challenging business need.
Highly innovative and dominant incumbents frequently stumble or fail in today’s markets. Examples include Nokia, Blackberry, GE, GM, Sears, HP, Sony. Gerard Tellis and his colleagues have identified the culture of the organization as a major discriminator between failure vs unrelenting innovation and success. This presentation will cover the six dimensions of culture and provide a metric by which firms can gauge themselves and benchmark against rivals in the market.
“We strayed too far from home” is one of the explanations often heard about product development initiatives that failed to result in success. But for many business-to-business firms, especially those whose roots are in manufacturing, staying close to home has become a major challenge in recent years, given the emphasis that has emerged on digital content and on services. This webinar by George Brown of B-to-B Advisors explores strategies that firms have successfully incorporated into their product development initiatives to marry their own firm’s core competencies with the messages from the market that are asking for them to move in new directions.
This presentation outlines best practices for B2B product development market research and focuses on market research and its role in customer engagement; the 12 common errors in carrying out B2B market research; B2B market research practices that you can put into effect right away; B2B market research case studies; and a practical roadmap for implementation.
In this article, Gerry Katz discusses one of the most common traps in all of New Product Development: the conflict between responsiveness to your biggest and most important customers versus the need to address the wider needs of the market-at-large. Katz observes that, in too many cases, companies’ product development pipelines are clogged with projects to develop custom products for key accounts, and that this diverts time, attention, and resources from longer term projects that might result in far more innovative and profitable products. At the conclusion, he offers a sobering set of recommendations to avoid this trap.
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