作者: adequate-intake 時(shí)間: 2025-3-21 22:23
Getting the Customer Involvedh firms use “a wide range of external actors and sources to help them achieve and sustain innovation” (Laursen and Salter 2006, p. 131). In this sense, customers are key actors in the firm’s external environment, and the extent to which a product satisfies customers’ needs is a main driver of innovation success (Henard and Szymanski 2001).作者: 鳥籠 時(shí)間: 2025-3-22 01:16
Looking Ahead to New Product Diffusion need to understand what drives the diffusion process, and specific models have been developed to forecast this diffusion. In the next section, we develop the theory of diffusion of innovations as a social contagion process. Then, we review models of diffusion forecasts.作者: Ganglion 時(shí)間: 2025-3-22 08:30 作者: 亞當(dāng)心理陰影 時(shí)間: 2025-3-22 09:28 作者: 談判 時(shí)間: 2025-3-22 16:31
Fostering Creativity in the Organizationthese methods, including the recent improvements that have been proposed (e.g., Toubia and Flores 2007) in Chapter 10. In this chapter, we now focus on how to make the firm as a whole more creative for the purpose of developing new products or services in a sustainable fashion over time.作者: Shuttle 時(shí)間: 2025-3-22 19:57
Branding New Products and Servicesnities for brand name extensions or alliances with other brands. These are important implications to take into consideration when launching new products and services with critical strategic dimensions.作者: GIBE 時(shí)間: 2025-3-22 23:08
New Product Teamsnd manufactured to meet the expectations of potential customers and to do so while being profitable. This implies that many different aspects pertaining to, among others, technology, production, demand, and competition must be considered throughout the development process. Because of the complexity 作者: 邊緣 時(shí)間: 2025-3-23 05:02
Getting the Customer Involvedthe organization. Such efforts are critical for the success of the firm, both generally and through the creation of successful new products and services. The question addressed in this chapter instead pertains to the value of involving the customer directly in the process that leads to such innovati作者: 尖酸一點(diǎn) 時(shí)間: 2025-3-23 08:07 作者: antipsychotic 時(shí)間: 2025-3-23 12:17
Concept Developmentently, decisions must be made about which ideas will be pushed further and which ones will be put on hold or dropped. Assuming that an idea is the fundamental basis that determines market success or failure, the decisions at this stage are critical. In Section 10.1, we address the topic of ideas eva作者: 技術(shù) 時(shí)間: 2025-3-23 14:05
Predicting New Product Acceptancee brand gets introduced but also in the long term. The distinction between the short term and the long term is especially critical for radical innovations that create a completely new product category, as it takes time before these innovations get accepted by the majority of the market. It also has 作者: 整頓 時(shí)間: 2025-3-23 20:21 作者: CHURL 時(shí)間: 2025-3-23 23:48
Branding New Products and Servicesen name, it is difficult to change that name. Therefore, the choice of a brand name has long-term impact. Furthermore, a wise choice may bring opportunities for brand name extensions or alliances with other brands. These are important implications to take into consideration when launching new produc作者: 食品室 時(shí)間: 2025-3-24 05:32
Marketing Launch. Such launch proficiency is a critical indicator of the new product or service performance (Cooper 1979, Cooper and Kleinschmidt 1987, Dwyer and Mellor 1991, Green, Barclay and Ryans 1995, Song and Parry 1997). Launching a new product entails both strategic and tactical decisions (Hultink et al. 19作者: 倫理學(xué) 時(shí)間: 2025-3-24 06:43
Book 2016Making Innovation Last considers the long term success of a firm. Authored by a trio of top international scholars who present pioneering new work on what it takes to create long term growth, the book examines the internal conditions that are likely to encourage sustainable innovation, as well as what a culture of innovation should look like.作者: 清真寺 時(shí)間: 2025-3-24 14:13
https://doi.org/10.1007/978-1-137-57264-6creativity; Diffusion; innovation; marketing; organization; organizations; service; strategy作者: 無脊椎 時(shí)間: 2025-3-24 17:23
The Editor(s) (if applicable) and The Author(s) 2016作者: OVER 時(shí)間: 2025-3-24 20:32
http://image.papertrans.cn/m/image/621681.jpg作者: COLIC 時(shí)間: 2025-3-25 02:45 作者: 作嘔 時(shí)間: 2025-3-25 06:50 作者: 宮殿般 時(shí)間: 2025-3-25 10:32 作者: 不能妥協(xié) 時(shí)間: 2025-3-25 14:19
Concept Developmentalternatives that must be taken into account. Consequently, testing a new concept requires some thought about potential market segments and competing offers, which is the topic of Section 10.2. Finally, a new concept can be tested in a way that provides insights into how potential customers forge th作者: RACE 時(shí)間: 2025-3-25 18:56
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10樓
