ISBM at the Penn State Smeal College of Business – Academic Institute supporting B2B Research. Switch to the ISBM-Corporate website.
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.
The Keynote of the conference, delivered by Bernie Jaworski and Russ Klein, tackling the seven big opportunities (and problems) facing marketing – B2B focused insights from the AMA Intellectual Agenda 1.0.
Research finds that managers making product development selection decisions biased against low-end, low-priced projects in favor of high-end, high-priced projects, even when there is no economic benefit to them. Given these biases, we suggest actions managers can take to overcome these biases.
Do business failures generate more creative solutions than successes? This article discusses the direct link between failure and innovation. The new way of doing business involves smart failure that leads to solutions sparked by risk taking.
As marketers sometimes we feel like we are stuck in a never-ending loop of creation and idea generation. Once you finish one campaign – off to the next! This article in the Harvard Business Review provides a mix of B2C and B2B examples of innovative ways that companies have adjusted to think beyond marketing. Operating like a startup could be the key to staying agile.
In this 45-minute webinar, Gerry Katz, founder of Applied Marketing Inc., shares with you a preview to his course (held on October 11th & 12th in Chicago), on the Voice of the Customer. This highly-regarded course is designed to teach attendees how to use Voice of the Customer data to accelerate innovation in business-to-business markets.
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