bluuebunny/crossref_metadata_2025_split huggingface dataset:
New‐Product Forecasting
Authors: Kahn Kenneth B. 
Published: December 2010

AbstractNew‐product forecasting represents the endeavor to come up with a meaningful estimate on which to guide new‐product development and product launch decision making. There are numerous forecasting techniques available, which can be organized into three categories such as judgmental techniques, quantitative techniques, and customer/market research techniques. No single technique is found to be the best, indicating the need for careful application of techniques in appropriate situations. Using a well‐structured new‐product forecasting process also appears to result in a greater propensity for new‐product forecasting success. This emphasizes that new‐product forecasting goes beyond technique application into process management.
Organizing for Innovation
Authors: Blackburn Richard 
Published: December 2010

Abstract
To organize for innovation involves top management in a series of coordinated decisions about a number of different organizational characteristics. The decisions will be influenced greatly by the nature of the competitive environment and the type of innovation demanded by that environment. The interpretation of that environment will be greatly influenced by the nature of the firm's corporate culture as will the firm's goals, strategies, structures, technologies, systems, and people. An open and trusting culture tends to be supportive of innovation. There are a variety of structural options available depending on how management wishes to resolve a variety of different innovation tensions.
Lead Users
Authors: Franke Nikolaus 
Published: December 2010

AbstractLead users are valuable external sources for companies seeking ideas and concepts for radical innovations. The need to systematically transcend the company's internal resources when innovating, particularly at what is called thefuzzy front endof the innovation process, is highlighted in the literature on open innovation.Lead usersare defined as members of a user population who display two key characteristics: first, they anticipate relatively high benefits from obtaining a solution to their needs – may innovate as a result; and second, they are at the leading edge of important trends in a given marketplace – and thus experience specific needs far earlier than many users in that marketplace. These lead users are able to provide direct input in new‐product development tasks and have often developed prototypes of new‐product solutions for themselves or for their communities. The “lead‐user method” is a managerial tool that allows companies to benefit from the creative potential of lead users. Usually it is described as comprising four phases: (i) the start phase, (ii) the identification of major needs and trends, (iii) the identification of users leading those trends, and (iv) the lead‐user workshop, in which concepts are designed.
V
oice of the
C
ustomer
Authors: Gaskin Steven P. , Griffin Abbie , Hauser John R. , Katz Gerald M. , Klein Robert L. 
Published: December 2010

Abstract

The
Voice of the Customer
(VOC) is a process for capturing customers' requirements. It produces a detailed set of customer wants and needs, which are organized into a hierarchical structure, and then prioritized in terms of relative importance and satisfaction with current alternatives. There are four aspects of the VOC – customer needs, a hierarchical structure, priorities, and customer perceptions of performance. VOC studies typically consist of both qualitative and quantitative market research steps. They are generally conducted at the start (or “fuzzy front end”) of any new product, process, or service‐design initiative to understand better the customer's wants and needs. The VOC can be also be a key input for new‐product definition, Quality function deployment (QFD), or the setting of detailed design specifications. The VOC process has important outputs and benefits for product developers. It provides a detailed understanding of the customer's requirements, a common language for the team going forward in the product‐development process, key inputs for the setting of appropriate design specifications for the new product or service, and a highly useful springboard for product innovation. As may be seen in the examples presented, gathering the VOC is an extremely important part of the new‐product development process. It forms a solid basis for design and marketing decisions from concept development through product launch.
Front End of Innovation
Authors: Koen Peter , Bertels Heidi 
Published: December 2010

AbstractThe front end of innovation or what has often been referred to as thefuzzy front endis the first part of the innovation process. Considerable research has been published in both academic and practitioner journals on the new‐product development process, which occurs after the front end. In contrast, much less research has focused on the front end. We discuss nascent empirical studies and put them in an exploitation and exploration framework. Exploitation refers to a more incremental development, while exploration refers to a more radical development. Exploitation practices follow a well‐practiced routine, which is typically thought of as consisting of three activities: discovery, scoping, and building a business case. In this article, we propose a more holistic model and include the companies' organizational resources (i.e., strategy, vision, and climate) as antecedent to the front‐end activities. Empirical studies concentrating on exploitative front activities mostly have converging findings, although the necessity of having a well‐conceived business plan is not per se confirmed in more recent studies. Practices in the front end for exploration projects are significantly different from those for exploitation projects due to the large amount of market and/or technology uncertainty. An understanding of how to manage the front end for exploration projects is just beginning to emerge. As such, we have provided a review of the relevant studies and have woven them into a model that uses a more iterative process than that used to explain exploitation projects.
Bass Model
Authors: Van den Bulte Christophe 
Published: December 2010

Abstract

The Bass model is a mathematical model of new‐product diffusion. It captures, in a mathematical equation, how the numbers of people, households, or firms that have adopted a new product or technology increase over time. The model represents diffusion as being driven by two forces: a tendency to adopt independently from others, and imitation of previous adopters, the latter force also being referred to as
word of mouth
,
social contagion
, or
endogenous feedback
. The model is used to predict future adoptions or first‐time purchases. It is also used to describe diffusion patterns and how they vary across products, industries, or countries. When extended with marketing decision variables such as price or advertising, the model is also used to provide advice on how the marketing mix should change over time to maximize profits.
Product Testing
Authors: Di Benedetto C. Anthony 
Published: December 2010

AbstractThe product test, or product‐use test, is conducted while the product is in the technical development stage. A prototype is made available for customer trial; it may be in near‐to‐market shape, or it may be in an earlier stage of development. At this stage, key information may be gained from the customers in terms of their initial reaction to the prototype, their level of satisfaction with it, and so forth. This information is used to further refine the prototype and also to support marketing decisions such as brand name and package design. Terminology originally developed in the software industry is sometimes used to describe product tests: in alpha testing, the customers are company employees and their families; beta testing refers to testing at real customer test sites. We begin with a discussion of different types of prototypes and then discuss the kinds of knowledge gained through product testing. This includes preuse sense reactions, early use experiences, major benefit results, and diagnostic information.
Product‐Line Strategies
Authors: Schmidt Jeffrey B. 
Published: December 2010

Abstract

Product lines
are defined as multiple products (or services) that are related since they fulfill the same or similar needs and wants. Product‐line breadth (i.e., narrow or broad) and depth (i.e., shallow or deep) are discussed and examples are offered. Branding strategies (such as corporate branding, house of brands, and mixed branding) are discussed as they are related to product lines.
Cross‐Functional Team
Authors: Di Benedetto C. Anthony 
Published: December 2010

Abstract
New‐product development is a team activity in most firms. Cross‐functional teams, made up of representatives from many different functional areas, are responsible for new‐product development since so many kinds of skills are required for new‐product success. Inevitably, issues come up at the interfaces among the various functional areas, and how the firm handles team conflict is related to the team's ultimate innovative success. Furthermore, the interface issues are compounded if the team is global; an increasing number of firms are currently dealing with the difficulties in managing global teams.
Virtual Teams
Authors: Blackburn Richard 
Published: December 2010

Abstract
Virtual teams bring together valued talent within and across organizational boundaries utilizing information and communication technologies as opposed to face‐to‐face communication. Virtual teams enable organizations to meld talent from within and without the organization in a flexible and cost‐effective manner. Developing successful virtual teams requires that attention be paid not only to the many factors that make for successful collocated teams but also to some factors that are unique to the virtual environment.
Value Proposition
Authors: Sarin Shikhar 
Published: December 2010

Abstract
Value proposition is the sum total of all the benefits a seller's offering delivers to a target customer in a purchase. Development of a compelling value proposition starts with the identification of the key value drivers for the customer, and/or the key value elements of a seller's offering. Three types of value elements are seen: (i) points of parity (i.e., elements that are the same as the next best alternative); (ii) points of differentiation (i.e., elements that are superior or inferior to the next best alternative); and (iii) points of contention (i.e., elements on which the buyer and seller disagree as to the value). Using these value elements, sellers can construct three types of value propositions: (i) all benefits (i.e., a listing of all the benefits sellers believe they deliver to the target customer); (ii) favorable points of differentiation (i.e., differentiating the seller's offering from the next best alternative); and (iii) resonating focus (i.e., making the seller's offering superior on the few key elements that matter the most to the target customer).
First‐Mover Advantage
Authors: Sarin Shikhar 
Published: December 2010

Abstract
First‐mover advantage, or pioneering advantage, refers to the notion that being the first firm to pursue an opportunity is associated with long‐term competitive advantage. This discussion explores the concept of first‐mover advantage from economic, behavioral, and empirical perspectives. Arguments and counterarguments offered by each perspective are examined. The review suggests that despite being accepted as conventional wisdom, evidence in support of first‐mover advantage is inconclusive. However, a nuanced approach examining contingency effects on the pioneering–performance relationship might be able to resolve some of the past inconsistencies, and add clarity to the issue of first‐mover advantage in the future.
Concept Selection Matrix
Authors: Schmidt Jeffrey B. 
Published: December 2010

Abstract

The concept selection matrix (also known as the
Pugh concept selection matrix
) is a variation of the performance measures to features solutions (or the second) matrix of quality function deployment. Product concepts (design solutions) are evaluated against some benchmark, industry standard, or product. The goal is to arrive at a better, or even ideal, product concept/design solution. The process of concept screening is depicted. Finally, the concept scoring process, which is more involved than concept screening, is discussed.
“Country of Origin” as Brand Element
Authors: Diamantopoulos Adamantios , Zeugner‐Roth Katharina Petra 
Published: December 2010

Abstract
During the past 40 years, the country‐of‐origin (CoO) effect, or the impact that cognitive, affective, and normative associations with a particular country have on product evaluations and purchase intentions, has been one of the most heavily researched areas in international marketing. At the same time, CoO research has been strongly criticized with some researchers questioning whether a CoO effect even exists. This article first provides a conceptual background to CoO effects, followed by a summary of key findings focusing in particular on CoO as brand element. Finally, recent criticism on the relevance of CoO research is discussed and its implications for future study on this topic are evaluated.
Designing a Global Supply Chain: Opportunities and Challenges
Authors: Closs David J. 
Published: December 2010

Abstract
To remain competitive, most firms must develop global supply chains for sourcing, marketing, or both. This article discusses the rationale for developing global supply chains. Following the review, the article describes the challenges in global supply chain development and the stages that firms evolve through. The final section of the article describes the major differences between domestic and global supply chains and the management changes that need to be made.
International Product Innovation and Development
Authors: Calantone Roger J. , Townsend Janell D. 
Published: December 2010

Abstract
This article reviews some of the salient issues faced by managers of product innovation and development in a global marketplace. The growing complexity and pace of industrial technological change in today's business environment are forcing firms to understand the role and importance of global product innovation, how it fits with the firm's strategic orientation towards globalization, and the interaction of these forces with the international marketing concept of the company. Managing global product innovation and development presents quandaries for international companies with respect to balancing the need for within‐country representation with between‐country comparability. Firms that are able to harness the power of global product development by matching these competing requirements to capabilities have means to establishing effective product differentiation and create a sustainable competitive advantage.
Managing the Global Product Portfolio
Authors: Keegan Warren J. , Brill Elyse Arnow 
Published: December 2010

Abstract
Over the past five decades there has been a steady evolution of marketing theory and practice from a product‐focused, domestic, ethnocentric marketing orientation to an integrated, global strategic orientation. Managing the product portfolio across global markets raises issues that were initially addressed from two opposing approaches: standardization versus adaptation. Today, global marketing theory and practice have moved beyond the standardization versus adaptation paradigm toward a multidimensional approach that recognizes that everything matters and that the goal of creating customer value and competitive advantage in global markets can best be achieved by optimizing the mix of standardization, adaptation, and innovation in the global product portfolio.
Global Branding: Three Keys for Global Brand Success
Authors: Keller Kevin Lane 
Published: December 2010

Abstract
Recognizing that brands represent one of their most important intangible assets, firms are increasingly looking to leverage their brands across geographical boundaries and regions. The lure of global branding, however, is matched by its challenges and obstacles, as even top marketing firms have found it difficult to successfully launch their existing brands into new markets. We outline three keys for global brand success: (i) understand the global consumer context; (ii) build a solid global marketing foundation; and (iii) strike a balance in global brand management. We raise a number of different issues and offer a number of different examples in each case.
Base of the Pyramid Markets: Culture Insights and Marketing Implications
Authors: Nakata Cheryl 
Published: December 2010

Abstract

Most of the world's population is poor and lives on less than $1–2 a day in developing countries. Known as the “
base of the pyramid
” (
BOP
), this population represents a largely untapped market for global businesses. Till recently, global businesses were content to pursue the middle and the top of the pyramid segments, which are open to and have the means to buy a wide assortment of goods and services. However, as growth of these markets has slowed down, businesses are now seeking new customers and sales. The BOP is perhaps the largest remaining global market frontier. Though the BOP market presents enormous opportunities, it also poses unrivaled challenges given its immense scale and deep deprivations. A chief need is knowledge of the market's culture, so that firms can develop effective and beneficial marketing approaches. This article explores the complex and dynamic BOP culture, elaborating how it is characterized by shared values and limited opportunities, a paradox of scarcity and abundance, embeddedness in layers of cultural influences, and heterogeneous meanings in its response to other cultures. On the basis of these insights, marketing insights are arrived at for firms to meet successfully the needs of the BOP consumers, who have historically been excluded from the global marketplace.
Marketing's Corporate Responsibility
Authors: Dahan Nicolas M. , Doh Jonathan P. , Guay Terrence R. 
Published: December 2010

AbstractIn this article, we examine the pressures on corporations to pursue more socially responsible actions, especially in their marketing activities. We review conceptual perspectives on corporate social responsibility (CSR) and how these perspectives apply in the marketing context, to corporate commitment to CSR, and to the relationship between CSR and firm performance. We then describe challenges and opportunities presented by CSR in practice, including recent cases in which companies have been pressured to improve their CSR performance, and initiatives pursued by companies – individually or collectively – to leverage their CSR commitment to advantage. We conclude with some observations about the future of CSR and marketing, arguing that CSR is likely to remain a critical elements of corporoate strategy and marketing.
Export Performance
Authors: Lages Luis Filipe , Sousa Carlos M. P. 
Published: December 2010

AbstractThe increasing number of studies on the subject of export performance bears testimony to the importance of this topic in the international marketing literature over the past decades. However, despite considerable research in this area, there is very little consensus on the key antecedents and outcomes of export performance as well as on how to conceptualize and operationalize export performance. Regarding the mode of assessment, it is acknowledged that export performance is a multifaceted concept and that the use of multiple indicators is necessary for a reliable assessment of the construct. The implementation of longitudinal research allows for dynamic model building and would contribute to theory development in the area. Moreover, short‐ and long‐term assessment should be considered when measuring the export performance of a firm. Future studies are also encouraged to include control and moderating variables in their models to rule out alternative explanations. The present study indicates that while the discussion about the unit of analysis is far from over, researchers should be aware when mixing variables measured at different levels of analysis in their studies. Finally, it is critical that the future development of comprehensive and psychometrically sound measures of export performance is aligned with the managerial world.
Stages of Market Development
Authors: Magnusson Peter , Westjohn Stanford A. 
Published: December 2010

Abstract
The article discusses classifications of market development by various international organizations, such as the World Bank, the United Nations, the International Monetary Fund, and the Economist Intelligence Unit. There are several methods for measuring market development but there is no universal standard. Traditionally, market development is based on economic development (i.e., GDPcapita), but more recent measures attempt to incorporate additional dimensions (i.e., social and political development). Notably, the popular “emerging markets” label is largely absent from official categorizations, with the exception of IMF, which labels one category as “emerging and developing” markets. Furthermore, while economic growth indicates expanding commercial opportunities, the Economist Intelligence Unit found that economic growth is not related to a population's level‐of‐life satisfaction. Given the inconsistent labeling of stages of development, researchers must carefully assess what is being measured when comparing more than one report or study. In making stand‐alone evaluations of market development, researchers should select a classification scheme that best suits the question being asked.
Gray Markets
Authors: Antia Kersi D. 
Published: December 2010

Abstract
Gray markets – the unauthorized distribution of genuinely branded product – are long standing phenomena that have existed simultaneously with (and frequently instead of) manufacturer‐designated distribution channels. Gray marketed goods run the whole gamut, from generic cotton balls to branded pharmaceutical products and cosmetics, to heavy earth moving equipment, and have invited scorn and praise alike from different quarters. With increasing global trade and greater international market access, the incidence of gray marketing is likely to only increase. Building on prior research that documents the extent of gray marketing, investigates its causes and consequences, and outlines its appropriate management, this article emphasizes the fact that gray markets are not a single, monolithic entity. Rather, the term “gray market” subsumes an array of subtle variations on the broad theme of unauthorized distribution, with significantly different drivers, characteristics, and consequences for consumers and manufacturers alike. This article provides a brief overview of two archetypal variants of gray markets with illustrative examples. In distinguishing these two variants of gray marketing, this article provides interested readers with a greater appreciation of its nuances.
Embargoes and Sanctions
Authors: Czinkota Michael R. 
Published: December 2010

Abstract
Embargoes and sanctions are steps taken by governments to restrict trade in order to punish actions of other nations. As an alternative to war, such actions are valuable. As actual economic measures, they are beset by drawbacks, particularly since their successful enforcement requires multilateralism bordering on unanimity. Owing to differences in politics, history, and business relationships, such jointness of purpose is difficult to achieve in international fora – particularly in the United Nations. The cost of such actions, both to an economy and to specific firms, is also a frequent key issue which restrains the imposition of sanctions and embargoes.