Democratizing the New Product Development Process: A New Dimension of Value Creation and Marketing Concept

Abstract

This paper theoretically examined how key success factors (KSFs) of new product development process, as a new dimension of marketing concept and value creation, could be exploited through learning outside the firm or through customer involvement in key stages of the development process. Such collaborative relationship-though suffers scholarly neglect in Nigeria, costly and perhaps difficult to apply and more profound in B2B than B2C transactions-is benefiting in terms of manipulating the environment to a firm's advantage through having products that exactly meet the aspirations of the world of customers, though consumers are erratic and rarely verbalize their needs with precision. All things being equal, user involvement reduces large inventories and distribution costs, minimizes product returns, builds strong customer relationships, matches production with consumption patterns, promises customer willingness to pay premium price, makes managerial decisions flexible, and above all achieves the ideals of TQM, and perhaps marketing concept. However, different firms benefit from different forms of user interactions subject to top management idiosyncrasy, market power, and competitive environment. Often the extent of disruption on established behaviour pattern (e.g.; radical and incremental concepts) determines the measure of customer interactions. SMEs follow distinct action rationality, leading to rapid implementation of some user inputs, and defensiveness towards others and larger firms are more exposed to user inputs because of their supposedly huge and better resources, yet less committed to execute it. Therefore, this paper developed a model of designers and users involvement based on literature. It joins other similar papers to raise alertness on facilitating the spread, and actual implementation, of user involvement philosophy in radical and incremental innovations irrespective of the industry and other environmental variables.

Challenges of Open Innovation in the Tourism Sector

“…Customer involvement with social media (CSM). This block shows which social media are used most, as well as the motivations, and when and why they incorporate the consumer into the process of innovation (Awa, 2010). Finally, we assess whether they have a management model of open innovation (Keupp & Gassman, 2009;Karlsson, 2010).…”

“…The implementation of this new innovation management model is boosted by the appearance of social media (Hays et al, 2013). These 2.0 platforms encourage immediate and flexible interaction and collaboration that is necessary to create a space for co-creation between the company and its public (Rohrbeck et al, 2009;Awa, 2010;Chenhall et al, 2011;Su et al, 2015). Innovation has positive effects on any business activity, but it is especially crucial in the tourism sector due to its contribution to GDP, as well as other factors such as empowerment of the tourist, globalisation, the hostile competitive environment and sustainability.…”

The Impact of Market Orientation to SMEs Performance with Mediation of Creation Value

“…Regarding the phenomenon, hypotheses are built and explained as follows. Value creation is part of business strategy used by SMEs; the main activity of value creation is related to customers (Awa, 2010). The value creation applied by SMEs is marked by the changes in products and services which are in line with customers' expectations (Ciasullo & Troisi, 2013).…”

“…In addition, SMEs performance has also been known to be influenced by the implementation of a value creation strategy and entrepreneurs' commitment (Lee et al, 2012;Ngugi et al, 2010). However, it is also known that market orientation is able to control value creation and the commitment strategies of entrepreneurs (Awa, 2010;Maden et al, 2012). The point of the previous study explains the flow in this research as the focus of research, which is to examine the impact of market orientation on SMEs performance through mediation support from values creation and entrepreneurs' commitment.…”

Green Customer Behavior on Eco-Friendly Products: Innovation Approach

“…In which if service innovation is controlled properly by company, it can provide competitive advantage of company (Chen et al, 2016). It is found by creation value for company's product and service is customer (Awa, 2010). Ecofriendly products is closely related to service innovation (Shamah, 2012), where this product gives the best service through product's packaging like organic product or better service given by company to delivering its product.…”