Making Innovation Last : Sustainable Strategies for Long Term Growth.

Intro -- Making Innovation Last: Volume 2 -- Contents -- List of Tables -- List of Figures -- Foreword -- Preface -- Part III Organizational Processes for Innovations -- 7 New Product Teams -- 7.1 Staffing new product development teams -- 7.1.1 Types of diversity -- 7.1.1.1 Functional/background diversity -- 7.1.1.2 Tenure diversity -- 7.1.2 Expected benefits from diversity -- 7.1.2.1 Expertise integration -- 7.1.2.2 Extended informational network -- 7.1.2.3 Interfunctional coordination -- 7.1.3 Side effects of diversity -- 7.1.3.1 Hindrance to collaboration -- 7.1.3.2 Decision complexity -- 7.1.4 Measurement of diversity -- 7.1.4.1 Basic measures -- 7.1.4.2 Generalized variance and entropy -- 7.2 Managing new product development teams -- 7.2.1 Team leadership -- 7.2.1.1 Transactional leadership behaviors -- 7.2.1.2 Transformational leadership behaviors -- 7.2.1.3 Leader power and influence -- 7.2.2 Fostering collaborative relations among team members -- 7.2.2.1 Interpersonal relationships and communications -- 7.2.2.2 Conflict management -- 7.2.3 Rewarding team members -- 7.2.3.1 How to reward team members -- 7.2.3.2 When to reward team members -- Notes -- References -- 8 Getting the Customer Involved -- 8.1 Customer involvement in the firm's innovation process -- 8.1.1 What is customer involvement? -- 8.1.2 What are the general benefits of customer involvement? -- 8.1.2.1 Does customer involvement lead to higher innovation success? -- 8.1.2.2 Does customer involvement lead to faster speed to market? -- 8.1.2.3 How can the firm fully exploit an involved customer's Insights? -- 8.1.3 What are the costs of customer involvement? -- 8.2 Customer involvement as a resource -- 8.2.1 Customers as information providers about their needs -- 8.2.2 Customers as idea providers -- 8.2.2.1 What are the antecedents of consumer creativity?.

8.2.2.2 What are the antecedents of creative consumption? -- 8.2.2.2.1 Individual factors -- 8.2.2.2.2 Environmental factors -- 8.3 Customer involvement as a worker -- 8.3.1 What is customer involvement as a worker? -- 8.3.2 Mass customization of products and services -- 8.3.2.1 What are the benefits of mass customization? -- 8.3.2.2 Configuring a self-design system -- 8.3.2.2.1 Increasing product utility -- 8.3.2.2.2 Decreasing self-design complexity. -- 8.3.3 The lead user approach -- 8.3.3.1 Who are lead users? -- 8.3.3.1.1 Lead users as innovators. -- 8.3.3.1.2 From lead users to leading-edge status. -- 8.3.3.1.3 Lead users and related constructs. -- 8.3.3.2 What are the benefits of involving lead users in the innovation process? -- 8.3.3.2.1 Does involving lead users increase product commercial attractiveness? -- 8.3.3.2.2 Does involving lead users increase product innovativeness? -- 8.3.3.3 The practical implementation of the lead user method -- 8.3.3.3.1 Identification of lead users -- 8.3.3.3.2 Metrics for leading-edge status. -- Notes -- References -- 9 Fostering Creativity in the Organization -- 9.1 Drivers of creativity in the organization -- 9.1.1 Defining and measuring organizational creativity -- 9.1.1.1 Creativity as a process -- 9.1.1.2 Creativity as an outcome -- 9.1.1.3 Measuring creativity -- 9.1.2 Theoretical frameworks of organizational creativity -- 9.1.2.1 The componential theory of organizational creativity -- 9.1.2.2 The interactionist theory of organizational creativity -- 9.1.2.3 The multilevel theory of organizational creativity -- 9.1.2.4 The theory of creativity types -- 9.1.3 Drivers of organizational creativity -- 9.1.3.1 Individual drivers of employee creativity -- 9.1.3.2 Cognitive factors -- 9.1.3.2.3 Cognitive styles -- 9.1.3.2.4 Domain-relevant knowledge and skills. -- 9.1.3.3 Noncognitive factors.

9.1.3.3.5 Intrinsic motivation. -- 9.1.3.3.6 Personality -- 9.1.3.3.7 Values. -- 9.1.3.3.8 Moods. -- 9.1.3.4 Designing the work context to foster creativity -- 9.1.3.5 Job-level factors -- 9.1.3.5.1 Leadership style. -- 9.1.3.5.2 Job complexity. -- 9.1.3.5.3 Resources. -- 9.1.3.5.4 Time pressure. -- 9.1.3.6 Organizational-level factors -- 9.1.3.6.1 Organizational support for creativity. -- 9.1.3.6.2 Organizational culture. -- 9.1.3.6.3 Organizational justice. -- 9.2 Generating ideas -- 9.2.1 The freedom approach -- 9.2.1.1 Brainstorming -- 9.2.1.1.1 The basic rules of brainstorming. -- 9.2.1.1.2 How effective is brainstorming? -- 9.2.1.1.3 How can the effectiveness of group brainstorming be improved? -- 9.2.1.2 Analogical thinking in the innovation context -- 9.2.1.2.1 What is analogical thinking? -- 9.2.1.2.2 How effective is analogical thinking? -- 9.2.1.2.3 Stimulating analogical thinking. -- 9.2.2 The structure approach: Ideation templates -- 9.2.3 Role of visual mental imagery -- 9.2.4 Evaluating and rewarding the creative task -- 9.2.4.1 Evaluating the creative task -- 9.2.4.2 Rewarding the creative task -- Notes -- References -- 10 Concept Development -- 10.1 Evaluating and selecting ideas -- 10.1.1 Criteria to determine the viability of new product ideas -- 10.1.2 Estimating the market potential of new product ideas -- 10.1.2.3 Scoring methods -- 10.1.2.4 Market-based approaches -- 10.1.3 Estimating the technical feasibility of new product ideas -- 10.2 Market definition -- 10.2.1 Market segmentation -- 10.2.2 Identification of competing products -- 10.3 Concept definition and development -- 10.3.1 Identification of important attributes -- 10.3.2 Customer market perception and preferences -- 10.3.3 Concept testing and improvement -- Notes -- References -- Part IV Launching Innovationsin the Market -- 11 Predicting New Product Acceptance.

11.1 Determinants of innovation acceptance -- 11.1.1 How innovation characteristics influence adoption -- 11.1.2 How adopter unit characteristics influence adoption -- 11.1.2.1 Individual consumers -- 11.1.2.2 Organizational adoption -- 11.1.2.2.1 Organization characteristics -- 11.1.2.2.2 Decision maker information-processing characteristics. -- 11.1.3 How marketing activities influence adoption -- 11.1.4 How competition among suppliers influences adoption -- 11.1.5 How competition among firms in adopter marketinfluence adoption -- 11.1.6 The adoption decision process -- 11.2 Estimating market acceptance -- 11.2.1 Intention-based methods and models -- 11.2.2 Pretest market methods and models -- 11.2.3 Test market methods and models -- 11.2.3.1 Test market models using only survey data -- 11.2.3.1.1 The NEWS model. -- 11.2.3.1.2 The TRACKER model. -- 11.2.3.2 Test market models using panel data -- References -- 12 Looking Ahead to New Product Diffusion -- 12.1 Diffusion: a contagion process -- 12.1.1 How does the social influence process work? -- 12.1.2 How to measure WOM or interpersonal communication? -- 12.1.3 When is social influence most likely to occur and most likely to be effective? -- 12.1.4 The impact of positive versus negative interpersonal information -- 12.1.5 The role of reviews (by prior adopters) -- 12.1.6 The phenomenon of network communities -- 12.1.7 Can marketers themselves originate effective WOM? -- 12.2 Other direct and indirect network externalities -- 12.2.1 Direct network externalities -- 12.2.2 Indirect network externalities -- 12.3 Forecasting diffusion -- 12.3.1 Diffusion and new product sales forecast models -- 12.3.2 When to use which model? -- 12.4 Diffusion, market growth, and competitive dynamics -- Notes -- References -- 13 Branding New Productsand Services -- 13.1 Choosing a new brand name.

13.1.1 Brand name meaningfulness and connotations -- 13.1.2 Brand name linguistic characteristics -- 13.1.3 Alphanumeric names -- 13.1.4 The complementarity of brand names and brand marks -- 13.1.5 Brands for the international market -- 13.2 Brand extension strategy -- 13.2.1 How are brand extensions received by the market? -- 13.2.1.1 The impact of brand extension on consumer choice -- 13.2.1.2 The impact of brand extension on a firm's stock price -- 13.2.2 Conditions for successful brand extensions -- 13.2.2.1 Extension similarity and fit -- 13.2.2.2 Overall evaluation of core brand -- 13.2.2.3 Relative importance/salience of attributes or benefits -- 13.2.2.4 Fit and relevancy -- 13.2.2.5 Fit and expectancy -- 13.2.3 Sequential repetition of brand extensions -- 13.3 Co-branding -- Notes -- References -- 14 Marketing Launch -- 14.1 Pricing new products and services -- 14.1.1 Pricing strategies and tactics -- 14.1.1.1 Normative pricing strategies -- 14.1.1.2 Initial price setting -- 14.1.1.3 Rao's model -- 14.1.2 Product conditions -- 14.1.2.1 Product differentiation -- 14.1.2.2 Frequency of purchase -- 14.1.2.3 Competition -- 14.1.3 Demand conditions -- 14.1.3.1 Price elasticity of demand -- 14.1.3.2 Heterogeneity in willingness to pay -- 14.1.3.3 Diffusion effects -- 14.1.4 Cost and production conditions -- 14.1.4.1 Costs -- 14.1.4.2 Experience/learning curve effects -- 14.1.4.3 Utilization of production capacity -- 14.1.4.4 Product development capability -- 14.2 Initial promotion: preannouncing the innovation -- 14.2.1 Which firms preannounce innovations? -- 14.2.1.1 Defining innovation preannouncements -- 14.2.1.2 Why firms differ in their propensity to preannounce -- 14.2.1.2.1 Industry-related factors -- 14.2.1.2.2 Firm-related factors -- 14.2.2 Whether to preannounce an innovation -- 14.2.2.1 Preannouncements and new product success.

14.2.2.2 Preannouncements and stock market returns.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.