2009
DOI: 10.1080/09593960902781235
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The role and management of product innovation in retailer assortments: evidence from the Italian FMCG market

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Cited by 10 publications
(9 citation statements)
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“…Innovations must therefore be consumer/market driven, even market driving for more radical innovations (Kumar et al , 2000) and add value in different societies and cultures (Grunert, 2005). Fornari et al (2009) found in Italy that only 20 percent of recently launched products (food and personal care) could be considered genuinely new and only 1.8 percent as successful, whereas an additional 5.3 percent were worth keeping under observation. Such low rates may indicate shortcomings in the methodology for food development (Stewart‐Knox and Mitchell, 2003).…”
Section: Introductionmentioning
confidence: 99%
“…Innovations must therefore be consumer/market driven, even market driving for more radical innovations (Kumar et al , 2000) and add value in different societies and cultures (Grunert, 2005). Fornari et al (2009) found in Italy that only 20 percent of recently launched products (food and personal care) could be considered genuinely new and only 1.8 percent as successful, whereas an additional 5.3 percent were worth keeping under observation. Such low rates may indicate shortcomings in the methodology for food development (Stewart‐Knox and Mitchell, 2003).…”
Section: Introductionmentioning
confidence: 99%
“…With increasing power of retailers, companies need not only to consider issues that concern product development but also the best possible distribution channels to reach the consumer. According to Fornari, Grandi & Fornari (2009), retailers "role and assortment choice effect on product owners" strategies and performance became significant. The success and failure of newly launched innovations are becoming more and more dependent on distribution channels as retailers are becoming "gate keepers" to consumers.…”
Section: Role Of Environmental Settings As Moderator In Relationship mentioning
confidence: 99%
“…Previous studies (Duhamel & Santi, 2012;Szymanski, Kroff & Troy, 2007) had little focus on the exploration of innovation performance itself, as well as the impact of retail environment on sales performance was stated (Kleinknecht & Van Der Panne, 2012) to be unexplored. Fornari, Grandi & Fornari (2009) highlighted the need to study the role of retail channel in various processes, including the process of new product commercialization. In regard to moderating impact of commercial environment, a significant moderating effect of retail assortment decisions was revealed: presence of private label, category turnover and some category roles provide "lift" effect for product innovations, while competitiveness in the category gives negative effect as expected from previous studies.…”
Section: Conclusion and Recommendationsmentioning
confidence: 99%
“…With regard to the physical context, it is important to note that it might be extremely difficult to change (particularly when retailers exert considerable influence on the way the products are located on shelves and in stores). However, a closer co-operation between producers and retailers (Fornari et al, 2009) may break consumers' habits for specific EJM 47,1/2 products and product categories. Persuasive interventions based on information about the benefits of an alternative product would be less effective for habit-loyalty consumers without breaking the context or the physical surrounding link (Verplanken and Wood, 2006).…”
Section: Managerial Implicationsmentioning
confidence: 99%