A new product (whether tangible or intangible, like a service) plays an important role in the growth of any organization. It is a strategic step that shapes several key decisions of an organization, having implications for both internal and external subsystems. It furthers the eff orts of any organization to achieve sustainability and thereby increase profi tability. For instance, the introduction of a new product -TATA DOCOMO -by Tata Teleservices Limited in a strategic alliance with Japanese telecom major NTT DOCOMO has signifi cantly aff ected the call plans and tariff s of all the operators in India. It has even furthered the growth of the company in terms of number of subscribers and thus helped raise the market share of the company 2 ( TRAI, 2010 ). Th ere are several other examples where a company has launched a product, whether in a competitive/mature or in a new market, and turned around its fortunes. In fact, the case of ICICI bank is interesting in this context. In a decade, the bank became large enough to off er a diverse range of fi nancial services. Th e success of ICICI bank can also be attributed to a focus on delivering innovative services to their customers ( Kochhar, 2012 ).Th ese examples set forth the thought that continuous innovation in products and services is crucial for long-term sustenance of any organization. Microfi nance institutions (MFIs) deal with sensitive and vulnerable segments of customers ( Ingham et al ., 2013 ). Th e competitive scenario in the microfi nance sector is quite diverse and intense in India. Adding to it are the regulatory requirements in the country, which are making the scenario tougher ( Ashta, 2012 ;Sinha, 2014 ).Changing context led by newer technologies, stricter regulation, and increased competition are important considerations before introducing a new product.S ince the microfi nance sector is comparatively new relative to other sectors, MFIs follow an intuitive process (and not strategic) for any kind of innovation.
16Gaurav Sinha