Titlebook: Making Innovation Last: Volume 2; Sustainable Strategi Hubert Gatignon,David Gotteland,Christophe Haon Book 2016 The Editor(s) (if applicab

Washington

書目名稱Making Innovation Last: Volume 2影響因子(影響力)




書目名稱Making Innovation Last: Volume 2影響因子(影響力)學(xué)科排名




書目名稱Making Innovation Last: Volume 2網(wǎng)絡(luò)公開度




書目名稱Making Innovation Last: Volume 2網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Making Innovation Last: Volume 2被引頻次




書目名稱Making Innovation Last: Volume 2被引頻次學(xué)科排名




書目名稱Making Innovation Last: Volume 2年度引用




書目名稱Making Innovation Last: Volume 2年度引用學(xué)科排名




書目名稱Making Innovation Last: Volume 2讀者反饋




書目名稱Making Innovation Last: Volume 2讀者反饋學(xué)科排名

adequate-intake

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).

鳥籠

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.

Ganglion

亞當心理陰影

談判

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.

Shuttle

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.

GIBE

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

邊緣

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

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