Entry, exit, and shakeouts in the United States in new manufactured products

During their early evolution, new manufacturing industries commonly experience a ‘shakeout’ period during which the number of producers declines by 50% or more. In order to gain additional insight into shakeouts, we develop new information on the patterns of entry and exit for 16 major new manufactured products from their commercial inception through 1980. We use a model in which entry and exit coordination problems can generate shakeouts to structure the analysis of the data. We find that shakeouts are distinguished by entry falling off sharply but rates of exit remaining steady or rising over time.     

2009广州玩具展新产品亮点多

备受关注的第21届广州国际玩具及模型展览即将拉开大幕。据悉,今年展出的品牌众多,产品种类覆盖面广泛．数以万计的玩具礼品从普通的到中高档的一应俱全。面对国际金融危机影响、订单减少的重重压力．玩具企业积极寻找商机、拓展市场。他们带来了许多全新的创意与产品．借助广州展这一卓有成效的平台发布、展示,与海内外买家见面。     

Learning curves for new products

A recent article addressing the extrapolation of learning curves fails to point out that the resulting learning curve is not, in general, a straight line but sharply alters its shape at high cumulative outputs.     

Product innovation charters: Mission statements for new products

This article presents findings from an exploratory study into the content and impact of product innovation charters (PICs) in 86 North American corporations. The findings demonstrate that managers have some distinct preferences in terms of the items that they choose to include in a PIC and that certain components seem to be more important to mention than others. The findings also make evident the relationship that PICs have with selected performance measures. The results suggest that product innovation charters, like their mission statement 'cousins', may be of more value than most managers realize.     

Criteria for screening new industrial products

Screening new industrial product ideas—the initial GO/NO GO decision in the new product process—is a critical decision. This article reports the results of an extensive investigation into what criteria managers use in their screening decisions, and how these criteria are weighted and combined.     

Front-label health claims: when less is more

Growing global attention has been directed toward labeling the ingredients, processing methods, and health claims of food. Accompanying this attention is an interest in how consumers process or understand the information on such labels. This article examines how the length of a front-label claim influences the nutritional beliefs and evaluation of a product when used in combination with complete back-label information. The results indicate that the presence of a shorter health claim on the front of the package (in combination with a more complete claim on the back) leads a person to generate more attribute-specific thoughts about the product and fewer general evaluative thoughts compared to longer health claims. These shorter health claims also led to more favorable beliefs about the product and to a more positive image of the product. This article concludes with a discussion of the implications of the findings for policy makers, consumers and researchers.     

Product Recycle patterns for new industrial products

A diffusion model that is capable of tracking very different diffusion paths is presented. Based on this model, nine different diffusion classes are proposed. Actual data for a number of products confirm that the full flexibility of the proposed approach is necessary. That is, most classes are represented by at least one product. Possible explanations of class member-ship are proposed. More work is needed to confirm/refute these explanations.     

"2005英威达风尚商机面对面"博览会登陆上海

在品牌取代价格成为提升消费体验、打造竞争优势的驱动力量之时,创新纤维也成为中国设计师和服装生产厂商打造创意十足、卓尔不凡的设计带来了十足的动力.这就是本届"2005英威达风尚商机面对面"博览会传达的重要信息.此次博览会于2005年10月26至29日在上海新国际博览中心隆重登场,和中国国际纺织面料及辅料(秋冬)博览会同期举行.     

企业要利润更要现金流

论述了现金流对企业生存发展的重要意义.针对电力企业应收电费存在巨额拖欠,导致部分售电收入的现金流无法回流的现象,提出有效的解决途径,并阐述了加强现金流管理还应关注的其他重要方面,以提高电力企业的现金盈利能力和可持续发展能力.     

When more is not better: Complementarities,costs and contingencies in stakeholder management

Instrumental stakeholder theory has largely emphasized the positive effects of investing in stakeholder cooperative relationships in an additive, linear fashion in the sense that the more investments the better. Yet investing in stakeholders can be very costly and the effects of these investments in firm performance are subject to complex internal complementarities and external contingencies. In this article we rely on set‐theoretic methods and a large international dataset of 1,060 multinational companies to explore theoretically and empirically some of the complementarities, costs and contingencies likely to arise in stakeholder management. Copyright © 2014 John Wiley & Sons, Ltd.     

食品包装:塑料薄膜新产品

近年来,随着食品包装科技的飞速发展,塑料食品包装已成为包装材料领域中最为活跃的分支之一。由于人们对生活质量和食品安全要求的不断提高,对食品包装的功用性也提出了越来越多的要求和越来越高的标准。在这种形势下,世界各国对食品包装用塑料薄膜新品种的开发也十分活跃,以最大限度地满足市场的个性化的需求。     

The learning curve, R & D management, and marketing strategies for new products

This paper represents a review of the learning phenomenon which is useful in evaluating the potential of new industrial products. The learning curve in quantitative form provides a means for forecasting costs and prices in many industrial situations. While there are many metho-dological problems to be solved in any specific new project evaluation, the utilization of the learning curve should lead to improved estimates of costs, revenues, and profits. The important role of R & D management in connection with the learning curve is discussed. The interrelationships involving R & D, the learning curve, and marketing strategies are examined.     

When to outsource the sales force for new products

Executives and researchers continue to seek factors that lead to new product success. While prior research has suggested that outsourcing the selling function can help make the innovation process leaner and limit future liability, outsourcing can also pose risks in terms of safeguarding both customer relationships and confidential innovation capabilities. Moreover, examining the effects of outsourcing has been identified as a key research priority in recent marketing literature. Thus, using privileged access to managers in the biochemical industry, we employed a multi-group analysis of 229 new products to investigate the effect of outsourcing the sales force on new product success. Our empirical results demonstrate that outsourcing the sales force moderates the relationship between new product superiority and customer meaningfulness such that the relationship is stronger when outsourcing is employed; however, outsourcing the sales force moderates the relationship between new product good value and customer meaningfulness such that it is weaker when outsourcing is employed. These findings suggest that outsourcing may serve as a signal of added risk for customers. Thus, the decision to outsource the sales force should be made based upon customer needs and the characteristics of the new product.     

Patterns of market research timing for new industrial products

The importance of market research to new industrial product ventures has been widely noted, and some evidence has suggested that failure of managers to carry out effective research can increase the probability of new product failure. In planning for market research, a problem facing managers is when market research should be done during the new product development process. In this study, patterns of timing of market research resource expenditures in 112 industrial new product situations were measured, and differences in these patterns related to seven major situational characteristics, marketing task similarity, distribution complexity, competitive advantage, buyer risk, development complexity, project downsides and project payoffs.
Data analysis using MDA revealed significant differences between the patterns of research timing in different new product situations, and related these differences most strongly to marketing task similarity, competitive advantage, and buyer risk. The findings have important implications for managers involved in planning market research activities and resource allocations in new industrial product situations.     

A new method for routing salespersons

A new heuristic solution methodology for solving large-scale “traveling salesman” problems is presented. Significant features of the new procedure includes a rapid identification of node location and positive stopping.