Keeping up with the Virtual Voice of the Customer—Social Media Applications in Product Innovation

Dubiel, Anna; Brexendorf, Tim Oliver; Glöckner, Sebastian

doi:10.1002/9781118947166.ch3

Cited by 2 publications

(3 citation statements)

References 7 publications

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“…A higher level of control to guide the activities of users towards achieving firm-level objectives can be exerted if the organization assumes a privileged role (West & Lakhani, 2008). As long as a firm uses a platform owned or maintained by third parties, it never has the same amount of control as in case of a proprietary platform (Dubiel et al, 2014). If the firm creates its own platform, it has more power to control membership and circumvent risks.…”

Section: High Level Of Control Vs Self-organizationmentioning

confidence: 99%

Opening up Corporate Foresight: What Can We Learn from Open and User Innovation?

Korreck

2018

jim

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Organizations find themselves in a fast-paced and increasingly complex and uncertain environment. Hence, they engage in foresight to understand weak signals and developments that may affect them in the medium to long run and build up "strategic preparedness". Literature on open and user innovation has described methods to tap into external knowledge sources and some have potential to enhance foresight results, but research has not yet fully benefitted from these insights. Thus, the aim of this article is to synthesize findings from both literatures and explain why users and user collectives are a valuable knowledge source for foresight. The contributions of the paper are twofold. First, the paper provides a typology of methods, which are suitable for drawing on user knowledge. Second, the identified methods are compared with regard to their advantages, disadvantages and boundary conditions.

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Section: High Level Of Control Vs Self-organizationmentioning

confidence: 99%

Opening up Corporate Foresight: What Can We Learn from Open and User Innovation?

Korreck

2018

jim

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“…In contrast, there is only anecdotal evidence that global discovery management influences NPD success. Beiersdorf, the owner of the internationally well‐known Nivea brand, is one such example where their recent “Black & White” antiperspirant was the result of a globally set up discovery management (Bilgram, Bartl, and Biel, ; Dubiel, Brexendorf, and Gloeckner, ). When developing this new product, the firm first screened more than 200 social media sites in three languages (Brazilian, English, and German) to validate the worldwide market opportunity.…”

Section: Introductionmentioning

confidence: 99%

“…Subsequently, this globally managed discovery phase enabled Beiersdorf to identify a new product concept with a unique value proposition, where the envisioned new product would primarily concentrate on stainless protection, but not on maximum protection duration. The resulting deodorant was Nivea's most successful product introduction ever, as its sales surpassed those of competitors’ annual figures in just nine months (Dubiel et al, ). The case of the “Black & White” deodorant illustrates how managing the discovery phase of the NPD process globally can help achieve enhanced NPD success.…”

Section: Introductionmentioning

confidence: 99%

Firm Characteristics and NPD Program Success: The Significant Influence of Global Discovery Management

Dubiel¹,

Durmuşoğlu²,

Gloeckner³

2016

J of Product Innov Manag

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Managing new product development (NPD) with a global point of view is argued to be essential in current business more than ever. Accordingly, many firms are trying to revitalize their NPD processes to make them more global. Therefore, examining global NPD management is one of the top priorities for research. While scholars have examined global launch management, there has been scant attention on the direct effect of global discovery management on NPD success. Therefore, this study investigates how a globally managed discovery phase enhances a firm's overall NPD success. Drawing upon the resource‐based view (RBV) and using Kotabe's () generic model for market success in global competition as the overarching framework, this study examines four drivers of NPD success: global discovery management, the firm's “global footprint,” its inbound knowledge sourcing practices (i.e., “open innovation proclivity”), and nationality of the teams (i.e., “cross‐national global NPD team use”). The hypotheses are tested using a sample of 255 business units from multiple industries, headquartered worldwide, and surveyed during the 2012 PDMA Comparative Performance Assessment Study (CPAS). The PLM‐SEM analyses show that, of the four drivers examined, only global discovery management strongly influences a firm's NPD program success. The findings enhance our understanding of the particularities in global NPD. Based on the study's results, suggestions are provided as to how multinationals can leverage their international operations in the course of their front‐end activities.

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Keeping up with the Virtual Voice of the Customer—Social Media Applications in Product Innovation

Cited by 2 publications

References 7 publications

Opening up Corporate Foresight: What Can We Learn from Open and User Innovation?

Opening up Corporate Foresight: What Can We Learn from Open and User Innovation?

Firm Characteristics and NPD Program Success: The Significant Influence of Global Discovery Management

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