Leading the way to faster new product development

Brown, Warren B.; Karagozoglu, Necmi

doi:10.5465/ame.1993.9409142057

Cited by 39 publications

(33 citation statements)

References 9 publications

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“…Interestingly, the current management literature is replete with admonitions to embrace speed as a business philosophy. Much of this literature is focused on the speed (cycle time) of new product development (Smith and Reinertsen 1991;Millson, Raj and Wilemon 1992;Brown and Karagozoglu 1993) or the value of early market entry and penetration (Vessey 1991;Robertson 1993). More abstractly, speed is also espoused as an overall philosophy for running the business (Stalk 1988;Eisenhardt 1990;Clark and Wheelwright 1993).…”

Section: Response Variablesmentioning

confidence: 99%

Incumbent defense strategies against new product entry

Gatignon

Robertson

Fein

1997

International Journal of Research in Marketing

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The objective of this study is to estimate the effectiveness of different defense strategies when faced with a new product introduction by a competitor. Using a sample of in cumbentsacross a wide range of industries, we find that faster reactions to the new entrant have a positive impact on the perceived success of the defense strategy. However, the greater the breadth of reaction (number of marketing mix instruments used), the less successful is the defense. The ability of an incumbent to maintain its market position is also significantly affected by industry characteristics and the degree of competitive threat posed by the new product entry. A working paper in the INSEAD Working Paper Sertes is intended as a means whereby a faculty researcher's thoughts and findings may be communicated to interested readers. The paper should be considered preliminary in nature and may require révision. INCOMBENT DEFENSE STRATEGIES AGAINST NEW PRODUCT ENTRY AbstractThe objective of this study is to estimate the effectiveness of different defense strategies when faced with a new product introduction by a competitor. Using a sample of incumbents across a wide range of industries, we find that faster reactions to the new entrant have a positive impact on the perceived success of the defense strategy. However, the greater the breadth of reaction (number of marketing mix instruments used), the less successful the defense. The ability of an incumbent to maintain its market position is also significantly affected by industry characteristics and the degree of competitive threat posed by the entrant. INCOMBENT DEFENSE STRATEGIES AGAINST NEW PRODUCT ENTRYThe focus of this research is on the defense strategies that incumbents use when confronted with new competitive products. The goal is to explain the success of reaction strategies, radier than to explain the likelihood of reaction, which is the more prevalent research objective in the extant literature. In other words our concem is not with whether incumbents react, but given that they react, how successful will their responses be? In particular, are faster responses likely to be more successful? Which marketing instruments should be used? Are broad responses (in ternis of number of marketing mix instruments) more successful than narrow responses?The issue of market defense has considerable managerial relevance. In general, as the success of incumbents increases within a product category, the likelihood of new entry increases and with it the need for incumbents to defend their position. In many firms, however, the bias is to develop elaborate new product launch plans but seldom to proactively specify defense plans in advance of a competitive threat (Bazerman and Carroll 1987, Robertson and Gatignon 1991).The bottom line question for managers is what defense strategies will be most effective. More specifically, the question is what responses will be most successful given a certain set of procluct category characteristics and the nature of the competitive threat. It is these mana...

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Section: Response Variablesmentioning

confidence: 99%

Incumbent defense strategies against new product entry

Gatignon

Robertson

Fein

1997

International Journal of Research in Marketing

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“…It is widely agreed that time-to-market is one of the most important dimensions of NPD performance necessary for firm's competitiveness and success (Brown and Karagozoglu, 1993;Nijssen et al, 1995;Wheelwright and Clark, 1992;Kessler and Chakrabarti, 1996). The proposed model suggests three determinants of new product time-to-market.…”

Section: Model Overviewmentioning

confidence: 99%

Internet-Based Technology Use and New Product Time-to-Market: The Moderating Effect of Product Innovativeness

Grosbois

Kumar

2010

Int. J. Innov. Mgt.

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The aim of this study is to investigate the impact of Internet-based technology (IBT) use during a new product development (NPD) project on new product time-to-market. It is hypothesized that (1) IBT use has a positive impact on new product time-to-market (2) this impact is both direct and indirect (3) the indirect impact of IBT use on product time-tomarket is achieved through improvement of communication quality, effectiveness of team learning and level of team integration (4) the strength of these relationships is moderated by the product innovativeness. In order to test the hypotheses, data from 278 NPD projects conducted by Canadian and American manufacturing companies were collected and analyzed. IBT use was found to be a significant contributor to communication quality, effectiveness of team learning, level of team integration and new product time-to-market. Additionally, the results indicate that the relationships are stronger for projects developing highly innovative products as opposed to less innovative products.

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“…When firms confront increased levels of competition, rapidly changing market environments, higher rates of technical obsolescence, and shorter product life cycles, the pressure on firms to accelerate NPD triggers a greater need and sense of urgency for prioritizing NPD activities, and to make more efficacious use of project resources (Langerak, Hultink, & Robben, 2004;Swink, 2003). Moreover, on-time development and timely rollout of new products enable firms to sustain their competitive advantage (Brown & Karagazoglu, 1993;Page, 1993). However, prior research has not explicitly considered the inter-relationships between antecedents, and NPD and international new product launch timeliness (e.g., Chryssochoidis & Wong, 1998;Cooper & Kleinschmidt, 1994) within a contingency framework.…”

Section: Introductionmentioning

confidence: 98%