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Keys to new product success and failure

Article Abstract:

This article reports the findings of a 1985-1986 study of success and failure determinants for new industrial products that had recently reached commercialization. In particular, the paper seeks to identify underlying factors for success and to test whether perceived success and failure factors vary with new product "experience" levels and-or with the degree of innovation in the company's new product program. The paper concludes that companies with more innovative and-or high-tech new product programs have significantly different success and failure factors at work than their less innovative and-or lower technology counterparts, and that across a sample of companies from many industries, wide variety of situation-specific success and failure variables need to be addressed by industrial marketers. (Reprinted by permission of the publisher.)

Analysis, Marketing management, New product failure

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The role of change agents in new product adoption: a case study

Article Abstract:

This article provides an approach for developing appropriate communication strategies to enhance the adoption of new products. Previous research in technology diffusion is used to develop a framework for analyzing the importance of various information channels in facilitating new product adoption. Based on results from an empirical case study, the authors recommend that the influence of change agents be included in planning the communication and promotion strategy for innovative new products. (Reprinted by permission of the publisher.)

Case studies, Product development

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New product adoption by the buying organization: Who are the real influencers?

Article Abstract:

A study of how a new general maintenance product was introduced into the marketplace illustrates that it is difficult to introduce inexpensive items, even when end users could substantially benefit from the product. In the study, product samplers were advertised in trade journals. Product sampling proved to be effective in interesting end users, but did not necessarily result in sales. In larger firms, purchasing departments had the final authority in the procurement of the product.

Purchasing

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