Do Firms Need a Custom-Designed New Product Screening Model?

Organizations have traditionally taken a variety of approaches to screening new product ideas. The use of a formal evaluation process to support screening decisions can reduce the costs and risks associated with product development. Although making good new product choices is vital, many managers have not applied analytical screening models because these models have not been customized to reflect the particular character of their firm and industry. In a study of how managers from different types of companies screen new product proposals, Ulrike de Brentani finds that the essential criteria determining new product selection do not differ radically among firms. This indicates that managers can potentially benefit from applying an existing formal evaluation model that encompasses the critical factors generally applied when making new product evaluation decisions, even if that model has not been customized for their specific application.     

Consistency Matters in Formally Selecting Incremental and Radical New Product Ideas for Advancement

Several new product development (NPD) scholars have argued that formal processes should be used when selecting incremental new product ideas for advancement at the very beginning of the fuzzy front end (FFE), but that such formal processes may be less beneficial when selecting radical new product ideas. However, arguments also exist for using formal idea selection processes for both types of new product ideas. In practice, informal processes are used for selecting both idea types and more formal processes are used for selecting radical ideas. Unequivocal empirical evidence for either of the opposing views or practices is lacking. This study sheds light on this matter using data from 161 of the firms that participated in the Product Development and Management Association's latest (2012) Comparative Performance Assessment Study. The results reveal that the highest idea success rate (i.e., the proportion of selected ideas that are eventually launched as new products and are successful in the marketplace) is associated with firms’ use of formal processes to select the vast majority of both incremental and radical new product ideas for advancement. This finding supports earlier claims that even for (raw) idea selection processes that take place at the very beginning of the FFE, managers need to adopt a portfolio perspective and consistently use formal idea advancement selection processes to ensure attaining the right balance between radical and incremental projects in later stages of the NPD pipeline to enhance overall NPD success. Notably, this finding shows that common managerial practices of using inconsistent approaches for selecting radical and incremental ideas for advancement need to be reconsidered.     

A Comparison of New Service versus New Product Development: Configurations of Collaborative Intensity as Predictors of Performance

Collaboration among firms for innovation has received considerable attention. However, little is known about how firm‐to‐firm collaboration is configured in new service development (NSD) versus new product development (NPD). This study takes a multidimensional approach and measures firm‐to‐firm collaboration on different intensity dimensions of (1) processes (mutual communication, joint engagement, sharing responsibilities) and (2) ownership (relationship commitment and mutual trust). By showing that the phenomenon of collaboration is multifaceted, this study is able to knit a more comprehensive and cohesive understanding of the differences between NSD and NPD success as the result of different patterns of collaboration. Specifically, it utilizes survey data collected from 194 alliances to substantiate how NSD and NPD differ on these collaborative dimensions and then explores their impact on NSD versus NPD performance. The findings suggest that collaboration between firms in NSD is configured and works differently than collaboration between firms in NPD. The results further show that there is a stronger, positive relationship of intensity levels of joint engagement among firms involved in product development and performance than when a new service is developed. However, the intensity of mutual trust has a stronger, positive relationship with development performance when a new service is developed than when a new product is developed. Implications are discussed, and suggestions for future research are given.     

Visualizing the Self: Exploring the Potential Benefits and Drawbacks for New Product Evaluation

This study examines the role of visual processing in new product evaluation. The primary goal of this research was to provide insights into the role of visualization content (self‐related versus others‐related images) in product evaluation as it differentially relates to two separate types of products—incremental products and really new products. This study's results show that for incremental products, visualizing with self‐related images (versus others‐related images) led to higher evaluations. In this context, it seems that familiarity with the product category from which an incremental product extension is generated enables individuals to produce images easily where they can see themselves using the new product. In some sense, self‐related visualization might be thought of as a form of surrogate experience with the new product. The ability to self‐reference during evaluation provides positive benefits to the evaluation outcome. Contrasting this result, this study's findings showed that for really new product introductions the previously identified benefits of self‐visualization were not realized. Confirming this study's prediction, the advantage of self‐visualization over others‐related visualization was lost. This is attributed to consumer difficulty in visualizing the full application of a really new product to their current consumption behavior. Of further interest, this study's results also showed that in the case of really new products others‐related visualization facilitated higher evaluations than self‐visualization. The mediating role of visualization‐based evaluation difficulty provides further explanation for these findings. Self‐related images are shown to be difficult to imagine in a really new product context, whereas imagining others utilizing the really new product is shown to be significantly easier. Perhaps individuals can see the benefits and better understand the novel applications of a really new product when visually simulating someone else using it but have more trouble imagining the applicability of the innovation in their own life. These findings are integrated into a discussion of the managerial implications and the potential avenues for future research in the area.     

Exploring the Relationship Between Aesthetic Design as an Element of New Service Development and Performance*

The purpose of this research is to investigate the conditions under which the use of aesthetic design as an element of new service development is likely to improve performance—more specifically, to empirically examine how aesthetic design can contribute to competitive advantage, resistance to imitation, and profitability, and how these contributions are moderated by the process of commoditization. Based on analysis of three rounds of longitudinal data collected one year apart in a population of new technology‐based firms, the findings are that aesthetic design as an element of new service development can contribute positively to competitive advantage, resistance to imitation, and profitability, but that the effectiveness of using aesthetic design to achieve these outcomes differs depending on the level of commoditization. Positive relationships are found between the use of aesthetic design and competitive advantage and profitability, respectively, when the level of commoditization is high. Furthermore, the positive relationship between aesthetic design and resistance to service imitation is stronger when the relative importance of aesthetic design in a firms' sector is low, that is, conditions under which aesthetic design is not already expected. This research suggests that practitioners should consider using aesthetic design to counteract commoditization when the markets in which they compete are characterized by ready access to services that meet customers' needs and expectations for features, performance, and reliability, and expectations for aesthetic design have not already become established. Furthermore, they should be aware that the use of aesthetic design may turn into a baseline customer requirement, implying that while attention to aesthetic design is necessary to compete it may cease to constitute a potential source of competitive advantage.     

Marketing/R&D Interaction in New Product Development: Implications for New Product Success Rates

A growing body of literature has evolved which deals with the interaction between marketing and R&D in new product development. Much of this research, unfortunately, fails to associate various variables with new product success levels. Thus, it cannot suggest consensus guidelines for marketing's involvement to increase the performance levels of new products in the market place. Richard Hise, Larry O'Neal, A. Parasuraman and James McNeal report results of their analysis of the new product development procedures of 252 large manufacturing companies. The authors conclude that collaborative efforts between marketing and R&D during the actual designing of new products appear to be a key factor in explaining the success levels of new products, that management effort should focus on the design stage of the new product development process rather than on the earlier and later stages and that R&D's contributions cannot be ignored while decisions are made about marketing's role in developing new consumer and industrial products.     

An Approach for Determining Optimal Product Sampling for the Diffusion of a New Product

Free samples are an effective means for introducing and promoting a new product. However, product sampling is also expensive. As a result, careful consideration must be given to the question of how many samples should be distributed. To encourage product adoption in any target market, a company needs to determine the “right” amount of sampling. In other words, a firm needs to determine the optimal number of samples that must be available for trial by the innovators, early adopters, and other key consumers who influence the adoption rate of the new product. With too few samples, the product might not reach enough of these key consumers to generate the word-of-mouth recommendations necessary for market success. On the other hand, offering too many free samples is a waste of a company's resources. Dipak Jain, Vijay Mahajan, and Eitan Muller propose a framework for determining the optimal levels of product sampling. In addition to identifying the upper bounds for the sampling levels of both durable and nondurable products, their model identifies the optimal size of product sampling based on such parameters as the coefficients of innovation and imitation, market potential, discount rate, and gross margin. Several observations are made regarding the relationships between the optimal sampling level and the various parameters used in the model. For example, a high sampling level is not appropriate for a product with a high coefficient of innovation. On the other hand, if a product has a high coefficient of imitation, the sampling level should be high because a significant number of trials are necessary for word of mouth to be effective. High sampling levels are also indicated by a high discount rate or gross margin. For durable goods, the optimal level of neutral sampling (i.e., sampling that does not specifically target innovators and early adopters) rarely exceeds 5%, and the maximum level is 7%. The optimal target sampling level is always higher than the corresponding neutral case, but, in most cases, only marginally so. For the parameter ranges chosen in this article, the maximum level for target sampling is approximately 9%. However, it is important to note that the theoretical upper bounds are no more than benchmarks for the maximum possible level of sampling. In practical situations, the optimal level may be considerably lower than these upper bounds. In such cases, the actual values will depend on the values for the various parameters used in the model.     

Commercial Innovations from Consulting Engineering Firms: An Empirical Exploration of a Novel Source of New Product Ideas

Industrial firms interact with many outside organizations such as the customers, suppliers, competitors, and universities to obtain input for their new product development (NPD) programs. The importance of interfirm interactions is reflected in a large number of interdisciplinary studies reported in a wide variety of literature bases. As a result, several sources of new product ideas have been investigated in the extant literature. Yet given the growing complexity and risks in new product development, there seems to be a need for managers to obtain input from new and unutilized sources. Apparently, one source that industry has not tapped adequately for its NPD efforts is the consulting engineering firms (CEFs). To fill the aforementioned gap in the literature, this article explores the roles and suitability of CEFs in new product development by conducting a rigorous in‐depth case research of new product idea generation in a large Australian firm manufacturing a variety of industrial products. To generate ideas for the sponsoring firm, longitudinal field interviews with 64 managers and engineers from 32 large CEFs were conducted over a one‐and‐one‐half year period. The findings of the field interviews were combined with the documentary evidences and the archival data. This longitudinal data collection enabled the author to generate new product ideas over real time and to gain access to the information that otherwise might have been difficult to obtain. The results suggest that CEFs are a rich source of new product ideas of potential commercial value. However, industry is making little use of CEFs, which underscores the need for industrial firms to collaborate and to establish an effective idea transfer relationship with them. Moreover, the services of CEFs are not restricted to idea generation but can stretch across the entire NPD process. These findings of the study encourage product managers to conceptualize NPD as a highly synergistic mutually interdependent process between CEFs and industrial firms rather than simply an arm's‐length consulting transactions. Given the dearth of research on idea generation with CEFs, this study highlights the findings that are novel and that go beyond the techniques of new product idea generation established in the extant literature.     

Wi-Fi as a Commercial Service: New Technology and Policy Implications

While Wi-Fi has enjoyed explosive growth and deployment for use in residential homes, the rollout of commercial Wi-Fi service has been more limited. Part of the holdback on large-scale commercial deployment has been the strategic concern that the commons model to spectrum management lacks the incentives for service providers to invest due to the limited ability to manage interference in the unlicensed band. Today, however, this situation appears to have changed. To explain the new confidence by service providers in commercial Wi-Fi, the activities of the Wi-Fi Alliance and IEEE 802.11 standards body are analyzed to show how these groups essentially replicate many, but not all, of the functions traditionally employed by an effective band manager that is optimizing efficiency on a licensed spectrum block more typically associated with the deployment of commercial services. Consequently, with the Wi-Fi ecosystem functioning as an effective spectrum manager, it is concluded that the service provider investment in Public Wi-Fi networks is rational and the risk posed by saturation or overuse has been reduced to an acceptable level. The strategic implications of this finding on the Wi-Fi platform are the examined. How the requirements from service providers are already significantly influencing the evolution of the Wi-Fi standard is discussed, and an attempt is made to address the risks and liabilities associated with the unlicensed spectrum management model. Thus, service providers increasingly need functionality in Wi-Fi technology to manage interference, and monitor and improve network performance. The current ideas under discussion are elaborated for the next version of Wi-Fi to support both commercial Wi-Fi requirements, which address the interference concerns, but only up to a point, as the unlicensed model intrinsically leaves some risk to participants of spectrum saturation through overuse.     

Critical Signals for Making Go/NoGo Decisions in New Product Development

One of the hardest steps for a manager to take is to terminate work on a new product project. Apart from the morale and motivation problems that get tied up in such decisions, the real uncertainty surrounding an unfinished project usually makes the decision extremely difficult. One alternative is to keep the project going until the prospects are more certain, for better or for worse. R. Balachandra proposes a better alternative: to watch for those critical signals that warn of danger ahead. The research he reports in this article identifies a set of these signals to help managers make the tough decisions about project continuation.     

Technological Innovativeness as a Moderator of New Product Design Integration and Top Management Support

Many war stories, as well as a number of empirical research studies, point to the value of design integration and top management support in new product development (NPD) efforts, where design integration is conceptualized as the coordination of product and process design activities performed by various organizational groups. However, some emerging evidence suggests that these aspects of program management are not equally valuable in all NPD contexts. Furthermore, the benefits of these approaches may not extend to all dimensions of NPD performance. This article addresses these issues as they relate to technological innovativeness. The author reports the results of a research study designed to (1) assess the direct contributions of design integration and top management support to several dimensions of NPD performance, and (2) identify potential moderating influences of technological innovativeness on these direct effects. A survey of 136 NPD projects drawn from firms representing most of the major U.S. manufacturing industries provides data for the study. The overall goals of the study were to amplify our understanding of management's role in NPD and to further the development of contingency theory explaining new product success. The results indicate that design integration is positively associated with higher design quality in NPD, but it is not significantly linked with better financial performance. In addition, design integration appears to be an important influence on achieving NPD time goals, but only in cases of high technological innovativeness. This result suggests that increased design integration produces its greatest impacts when development processes are full of uncertainty. Top management support is positively associated with better time‐based performance, design quality, and financial performance on the whole. However, a significant interaction effect suggests that high levels of top management support are ineffective in securing good financial performance in high technologically innovative environments. Other forces appear to be at work in these circumstances, making top management support less important. The article discusses the implications of these findings for management practice, a contingency‐oriented view of NPD processes, and future research.     

Prepayment Penalty as a Screening Mechanism for Default and Prepayment Risks

The objective of this article is to offer a theoretical model of asymmetric information to analyze the screening role of prepayment penalty. We consider both default risk and prepayment risk. What makes the role of prepayment penalty interesting and more complicated is that a borrower's contract choice could send conflicting signals to the lender about that borrower's default and prepayment risk type. This is different from earlier theoretical models of mortgage choice under asymmetric information where a certain aspect of the contract (e.g., discount points or loan‐to‐value ratio) is explored as a screening mechanism for a single risk dimension (default risk or prepayment risk) of the borrower type. We show the existence of separating equilibria where different default and prepayment risk types choose contracts with different combinations of prepayment penalty and interest rate. For certain parameter combinations, the model also generates a pooling equilibrium where all borrower types obtain the same contract. Our analysis could offer a partial explanation for the observation that contracts with prepayment penalties are a lot less prevalent than contracts with points.     

New Product Preannouncement as a Signaling Strategy: An Audience‐Specific Review and Analysis*

Firms in various industries with highly competitive environments use new product preannouncement (NPP) as one of the most effective and popular signaling tools. Preannouncements can bring both benefits and costs to firms. Extant research has studied NPP from different perspectives and tackled the questions, “Should a new product be preannounced and when?” and “What information should be preannounced and why?” However, the benefits and costs of preannouncements from an audience‐specific perspective are less well understood. It is important to notice that benefits and costs of a preannouncement vary among different audiences and firms need to apply group‐specific weights in assessing the overall benefits and costs prior to making new product preannouncements. The purpose of this article is to review the existing literature on new product preannouncements for commonly observed marketing problems and to develop a general approach focusing on the target audiences and the incentives in sending signals to each audience and the impacts of these signals. This paper first reviews the literature on marketing‐related NPP issues as well as the determinants and effects of various factors on NPP decisions. Then, it discusses the phenomenon of new product preannouncements linked to other marketing and economics problems: (1) product development and positioning; (2) product diffusion and adoption; (3) firm value; (4) vaporware and antitrust litigations; and (5) consumer welfare. In addition, this paper divides the target audience of the new product preannouncement into four groups: customers, competitors, investors, and distributors. Based on current signaling theory, it proposes an audience‐specific framework to analyze the determinants, incentives, and impact of new product preannouncements. The proposed approach may provide more comprehensive insights on NPP strategies to managers and industrial decision makers. Finally, the paper suggests a number of future research directions from four different perspectives (i.e., customer, firm, government/industry, and methodology).     

Service guarantees as a base for positioning in B2B

Research in marketing has shown that service guarantees can contribute to gaining a competitive advantage. However, studies of perceived benefits have mostly been investigated in a consumer marketing context while prior research in B2B has been limited. Given the peculiarities of B2B marketing we investigate the value of service guarantees for industrial customers. We report findings from two studies of attitudes to service guarantees and their effects on purchase intentions and customers' willingness to pay a price premium. Our findings based on conjoint analysis show that service guarantees can deliver added value to B2B customers with implications for positioning strategies. Buyers in B2B markets are encouraged to consider the potential positioning effects of service guarantees for their organization.     

Fighting for Life: South African HIV/AIDS Peer Educators as a New Industrial Relations Actor?

This article examines HIV/AIDS peer educators in South African workplaces, drawing on research in five companies with large peer educator programmes. The research indicates that peer educators are primarily focused on reducing new HIV infections and ‘normalizing’ the epidemic by promoting change in the behaviour of individuals — a feature that is not accounted for by theories of workplace mobilization based on collective action. Similarly, their role is inadequately explained by theories on the emergence of new workplace actors based on the changing nature of work, shifting identity salience in society, and the nexus between workplace and communities as opportunities for union regeneration. After outlining the profile and activities of workplace HIV/AIDS peer educators, attention is paid to their motivations and methods of action, their relationship to management and unions, and the way in which they straddle workplace and community. The implications of this and the possible trajectory of workplace peer educators as a new industrial relations actor are discussed.     

Bricolage as a Path to Innovativeness for Resource‐Constrained New Firms

Evidence suggests that both nascent and young firms (henceforth: “new firms”)—despite typically being small and resource‐constrained—are sometimes able to innovate effectively. Such firms are seldom able to invest in lengthy and expensive development processes, which suggests that they may frequently rely instead on other pathways to generate innovativeness within the firm. In this paper, we develop and test arguments that “bricolage,” defined as making do by applying combinations of the resources at hand to new problems and opportunities, provides an important pathway to achieve innovation for new resource‐constrained firms. Through bricolage, resource‐constrained firms engage in the processes of “recombination” that are core to creating innovative outcomes. Based on a large longitudinal dataset, our results suggest that variations in the degree to which firms engage in bricolage behaviors can provide a broadly applicable explanation of innovativeness under resource constraints by new firms. We find no general support for our competing hypothesis that the positive effects may level off or even turn negative at high levels of bricolage.