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New Product Launch (new + product_launch)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Selected Abstracts

Exploring Correlates of Product Launch in Collaborative Ventures: An Empirical Investigation of Pharmaceutical Alliances

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 4 2009
M. Berk Talay
This paper examines collaborative ventures leading toward the launch of new products in the pharmaceutical industry. These collaborative ventures are one of the most underresearched areas in the new product literature, yet the preponderance of these collaborative ventures makes it an area of great importance for scholars and practitioners alike. As such, the purpose of the study is to examine why some collaborative projects produce a favorable outcome (the launch of a product) whereas others do not. That is, what characteristics of partner firms in the collaborative ventures and what characteristics of the partnership lead to a successful launch of a new product in the pharmaceutical industry? Secondary data from the pharmaceutical industry are employed in a multinomial logit model. Data from 128 collaborative ventures from 1980 to 2004 are used in the analysis. The partner firms in the collaborative ventures are from various industries ranging from malt beverages to pharmaceutical preparations to electronic and other equipment among others. Of the 128 collaborative ventures, 66 were successful in leading to a new product launch, whereas 62 did not result in the launch of a new product. The results from the multinomial logit analysis suggest that combined marketing resources of parent companies, combined technological intensity of parent companies, and combined asset bases of parent companies contribute to the likelihood of an eventual product launch in a collaborative venture. However, the results of the analysis show that contrary to expectations, technological complementarity of partners in the collaborative venture is not a significant predictor of successful new product launch. The results of the study suggest certain aspects for managers to consider when establishing collaborative ventures. To maximize the possibilities of the collaborative venture leading to the successful launching of a new product, managers should be concerned with the resources potentially available to partners in the collaborative venture from parent firms. These resources are not only of financial nature but also of technological nature. The existence of these resources does not ensure provision of resources to the collaborative venture; however, without the possibility of these resources it appears that successful launch of a product is less likely. [source]

How New Product Introductions Affect Sales Management Strategy: The Impact of Type of "Newness" of the New Product

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 4 2003
Kamel Micheal
How do firms adjust sales management strategy for new product launch? Does sales management strategy change more radically for different types of new products such as new-to-the-world products versus product revisions? Because firms introducing a new product rely considerably on their sales force in the product launch effort, the types and degree of changes made in managing the selling effort are important issues. Past studies have demonstrated that firms make substantial adjustments in their sales management strategy when they introduce a new product. This study expands on previous investigations by examining whether sales management strategy changes are conditioned by the type of newness of the new product to the market and to the firm. Australian sales managers were asked to respond to a mail questionnaire concerning pre- and post-new product launch sales management activities. Three groups of firms were compared: (1) those with new-to-the-market and new-to-the-firm products (i.e., new-to-the-world products); (2) those with products new to the firm but not new to the market; and (3) those with products that are revisions to the firm and not new to the market. The study finds that firms do not make the most adjustments for products with the greatest degree of market newness,the new-to-the-world types of products,except in the sales management strategy categories of compensation and supervision. In the other sales management strategy categories defined for study,organization, training, quotas and goals, and sales support as well as for all categories in the aggregate,sales management strategy changes were greatest in incidence, as measured both by the percent of firms making changes and the average number of changes per firm, when the new product was new to the firm but not new to the market. These results suggest that, because different types of new products face different competitive environments, there may be greater incentive for a not-new-to-the-market new-to-the-firm product to make changes in sales strategy. Uncertainties about market size and customer location with new-to-the-world products may limit the understanding of what changes to make in the strategy categories of quotas and territories. Similarly, uncertainties about product use and customer acceptance of new-to-the-world products may limit the development of training and sales support materials by these firms. Instead, these firms may rely more on compensation and supervision to direct sales efforts for new-to-the-world products. However, observing the market experience and performance of the first-to-market product can benefit firms launching a not-new-to-market and new-to-the-firm product, allowing them to rely more on strategy changes in training, sales support materials, organizational adjustments such as redeployments, and quotas. [source]

Defending the Beachhead: Telstra versus Optus

BUSINESS STRATEGY REVIEW, Issue 1 2001
John H. Roberts
Much less has been written about market defence strategy than about market attack. This article focuses on one aspect of defensive strategy, defending against a new market entrant , though much of the thinking would also apply to other competitive assaults, like a major new product launch. The article outlines a model of the response of the Australian telecoms incumbent, Telstra, after deregulation. The authors conclude that market leaders should avoid price wars, understand the points in the consumer decision process that are defendable and use inertial strategies. Consumers' views of the incumbent can dramatically change their perceptions of the new entrant too. [source]