Co-creation is a kind of marketing strategy or business strategy that stresses the generation and continuing realization of mutual firm-customer value. Product design, marketing, and Innovation ought to be closely coordinated in companies. Most researchers have indicated that highly effective connection among innovation R&D, marketing activities, and design pushes products in to the marketplace and guarantees their success. However, empirical studies from the Co- creations among design, marketing, and innovation strategies in New Product Development (NPD) performance are intermittent. Within this study, enterprises through the Taiwan Electrical and Electronic Manufacturers’ Association (TEEMA) database were chosen randomly as subjects. Inside the first survey, the status from the marketing strategy, innovation strategy, and design strategy was determined. Following a new product was marketed for one year, another survey was conducted for NPD performance check. After repeated contact, 285 enterprises (21.11%) responded. Major findings in the study are listed below: (1) The Structural Equation Model (SEM) results demonstrate a good fit involving the theoretical model and observed data for innovation, marketing, and design strategies; (2) The NPD performance is influenced by an enterprise’s innovation, marketing, and design strategies. Moreover, innovation and marketing strategies also influence NPD performance through design strategy. For NPD performance, design strategy is both a completely independent variable and an intervening variable; (3) The NPD performance could be reinforced when enterprises struggle for design, innovation, and marketing strategies.
Linking Design, Marketing, and Innovation: Managing the Connection for Compet...Waqas Tariq
Marketing should closely coordinate with product innovation. Not only will an effective connection of the marketing activity and design trigger product innovation in enterprises, it is a key factor to the product success in the market place. In practice, how to process product design so as to reach the goal of marketing during the innovation procedure? In the past, enterprises did have some concrete actions but empirical studies regarding the correlation model between marketing strategy and design strategy or even between marketing strategy and innovation are rarely seen. In the study, the author first synthesized viewpoints from literature on marketing strategy, product innovation strategy, and design strategy. Then managers at marketing divisions and R&D departments of the Taiwanese consumer electronic industry were interviewed. The fitness of theoretical models and the observed data was then verified by Structural Equation Modeling (SEM). From the 265 effective questionnaires, a proper fitness was found for the correlation theoretical model of marketing strategy, product innovation strategy, and design strategy, and the observed data. In enterprises, marketing strategy will influence design strategy, and at the same time, the marketing strategy will also influence design strategy through innovation strategy. Among these three variables, innovation strategy serves as an independent variable and intervene variable to design strategy.
The study develops and empirically tests a model of the
effects of brand strategy and design innovation on brand performance
in furniture manufacturing firms. Questionnaires were sent to 500
furniture SMEs operating in Malaysia and 204 effective responses
were returned. Confirmatory factor analysis is used to validate the
constructs. Research hypotheses are tested using structural equation
modeling. The proposed model fits the data well. The results show
brand orientation, brand distinctiveness and functional innovation
have direct effects on brand performance. Finally, implication and
recommendations of these findings are discussed. The paper
encapsulates the role of each dimensions of brand strategy and
product design innovation to determine a stronger brand performance
in the furniture manufacturing firms.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various industrial sectors. This has led to change in organization performance, where many researchers are motivated to investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company. Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved result signify a significant influence of Marketing mix strategies on organization performance in Safeway Company. In the light of the before mentioned findings, the study recommend to such glossary industry some supportive operations to encourage creativity in various functional departments.
Effects of factor analysis on the questionnaire of strategic marketing mix on...Alexander Decker
The document discusses a study that examined the effects of factor analysis on a questionnaire about strategic marketing mix and organizational objectives in the food and beverage industry. The results of the questionnaires were subjected to factor analysis, which showed several positive effects: 1) The correlation matrix was all positive and above 0.5, showing the adequacy of factor analysis. 2) Kaiser-Mayer Olkin value was 0.882, showing the data was suitable for factor analysis. 3) Eight factors were extracted explaining 72.6% of variability in the data. 4) Variables loaded strongly onto the factors. This shows factor analysis had significant positive effects on analyzing the questionnaire data.
Innovative competitive advantages in business notesAylya B.S
This paper is based on the role of innovation and competition in business which changed the trend of business. That made harder to sustain in an environment for a business man to be stable and requires constant management and analysis of the business, competitors, customers etc.
The document discusses various international strategies and modes of entry that firms can use to expand globally. It provides examples of companies like Mahindra & Mahindra acquiring a German forging company and TVS Motor expanding into Indonesia and the three-wheeler market in India. The strategies discussed include exporting, licensing, joint ventures, acquisitions, franchising, and the risks associated with international diversification like political and economic risks.
Mr. Anand discusses various corporate level strategies including stability, expansion, and retrenchment strategies. He defines each strategy and provides examples. Stability strategy involves maintaining the current level of operations while incremental growth. Expansion strategy seeks significant growth through entering new related or unrelated businesses or markets. Retrenchment reduces or exits some businesses. Mr. Anand also covers types of expansion strategies such as market penetration, product development, and diversification. Diversification can be vertical into related industries, horizontal into unrelated industries, or conglomerate entering totally new industries. The document provides an overview of corporate level strategies and their characteristics.
Linking Design, Marketing, and Innovation: Managing the Connection for Compet...Waqas Tariq
Marketing should closely coordinate with product innovation. Not only will an effective connection of the marketing activity and design trigger product innovation in enterprises, it is a key factor to the product success in the market place. In practice, how to process product design so as to reach the goal of marketing during the innovation procedure? In the past, enterprises did have some concrete actions but empirical studies regarding the correlation model between marketing strategy and design strategy or even between marketing strategy and innovation are rarely seen. In the study, the author first synthesized viewpoints from literature on marketing strategy, product innovation strategy, and design strategy. Then managers at marketing divisions and R&D departments of the Taiwanese consumer electronic industry were interviewed. The fitness of theoretical models and the observed data was then verified by Structural Equation Modeling (SEM). From the 265 effective questionnaires, a proper fitness was found for the correlation theoretical model of marketing strategy, product innovation strategy, and design strategy, and the observed data. In enterprises, marketing strategy will influence design strategy, and at the same time, the marketing strategy will also influence design strategy through innovation strategy. Among these three variables, innovation strategy serves as an independent variable and intervene variable to design strategy.
The study develops and empirically tests a model of the
effects of brand strategy and design innovation on brand performance
in furniture manufacturing firms. Questionnaires were sent to 500
furniture SMEs operating in Malaysia and 204 effective responses
were returned. Confirmatory factor analysis is used to validate the
constructs. Research hypotheses are tested using structural equation
modeling. The proposed model fits the data well. The results show
brand orientation, brand distinctiveness and functional innovation
have direct effects on brand performance. Finally, implication and
recommendations of these findings are discussed. The paper
encapsulates the role of each dimensions of brand strategy and
product design innovation to determine a stronger brand performance
in the furniture manufacturing firms.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various industrial sectors. This has led to change in organization performance, where many researchers are motivated to investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company. Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved result signify a significant influence of Marketing mix strategies on organization performance in Safeway Company. In the light of the before mentioned findings, the study recommend to such glossary industry some supportive operations to encourage creativity in various functional departments.
Effects of factor analysis on the questionnaire of strategic marketing mix on...Alexander Decker
The document discusses a study that examined the effects of factor analysis on a questionnaire about strategic marketing mix and organizational objectives in the food and beverage industry. The results of the questionnaires were subjected to factor analysis, which showed several positive effects: 1) The correlation matrix was all positive and above 0.5, showing the adequacy of factor analysis. 2) Kaiser-Mayer Olkin value was 0.882, showing the data was suitable for factor analysis. 3) Eight factors were extracted explaining 72.6% of variability in the data. 4) Variables loaded strongly onto the factors. This shows factor analysis had significant positive effects on analyzing the questionnaire data.
Innovative competitive advantages in business notesAylya B.S
This paper is based on the role of innovation and competition in business which changed the trend of business. That made harder to sustain in an environment for a business man to be stable and requires constant management and analysis of the business, competitors, customers etc.
The document discusses various international strategies and modes of entry that firms can use to expand globally. It provides examples of companies like Mahindra & Mahindra acquiring a German forging company and TVS Motor expanding into Indonesia and the three-wheeler market in India. The strategies discussed include exporting, licensing, joint ventures, acquisitions, franchising, and the risks associated with international diversification like political and economic risks.
Mr. Anand discusses various corporate level strategies including stability, expansion, and retrenchment strategies. He defines each strategy and provides examples. Stability strategy involves maintaining the current level of operations while incremental growth. Expansion strategy seeks significant growth through entering new related or unrelated businesses or markets. Retrenchment reduces or exits some businesses. Mr. Anand also covers types of expansion strategies such as market penetration, product development, and diversification. Diversification can be vertical into related industries, horizontal into unrelated industries, or conglomerate entering totally new industries. The document provides an overview of corporate level strategies and their characteristics.
The three intensive strategies discussed in the document are market penetration, market development, and product development. These strategies require intensive efforts to improve a firm's competitive position with existing products and services. Market penetration focuses on increasing market share through greater marketing efforts within existing markets. Market development seeks growth by entering new geographic markets. Product development aims to increase sales by improving or modifying current offerings. The document provides examples of each strategy being used by various companies.
This document discusses a marketing strategy proposal for Mother Earth's Essentials. It defines sustainable marketing as creating value for customers in a way that preserves natural and human capital. The paper recommends Mother Earth's Essentials adopt sustainable values, make sustainability goals with employees and stakeholders, and ensure equal importance to economics, society and environment in objectives. It also suggests competitive strategies like identifying opportunities, selecting target markets, and constantly adapting the strategy. The trend toward sustainability offers opportunities like increased market share but also challenges in meeting consumer and political demands.
STRATEGY, STRATEGIC PLANNING, STRATEGIC DECISION, STRATEGIC CAPABILITY, OPERATIONS MANAGEMENT, ROLE OF OPERATIONS IN AN ORGANIZATION, SCOPE OF OPERATIONS MANAGEMENT, OPERATIONS STRATEGY, DIFFERENCES BETWEEN STRATEGIC, ADMINISTRATIVE AND OPERATIONAL DECISIONS, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Innovation & Entrepreneurship - From Basics to Open InnovationNikolaos Vaslamatzis
Innovation & Entrepreneurship basics - how to think like an entrepreneur and models, analytical tools and frameworks to further develop a business idea, explore a market and develop a minimum viable product (mvp).
Here is an analysis of the two-wheeler industry in India using Porter's Five Forces model for M&M's entry into this business:
1. Threat of new entrants: Moderate to high threat. Established players like Hero, Honda, TVS, Bajaj have strong brand loyalty. However, costs of entry are relatively low with contract manufacturing available. M&M's brand equity can offset barriers.
2. Threat of substitutes: Low threat. Public transport is inadequate. Owning a two-wheeler is more affordable than a car.
3. Bargaining power of suppliers: Low to moderate. Major components can be sourced globally or locally. Established players have
This document discusses how companies can gain a competitive advantage through the use of information systems and technology. It provides examples of both successful and unsuccessful uses of IS/IT. Specifically, it explains that IS/IT can help lower costs, differentiate products/services, and foster innovation. However, some companies have failed to keep up with new technologies, causing their competitive advantages to diminish over time, like what happened to Nokia. Both internal factors, like strengths/weaknesses, and external factors, such as opportunities/threats, can influence the success or failure of a company's IS/IT strategies.
Brief of the dimensionality of business strategy among the manufacturing orga...Alexander Decker
This document summarizes a research study that examined the dimensionality of business strategy among manufacturing organizations in Malaysia. The study involved a survey of 113 manufacturing firms. Exploratory and confirmatory factor analyses showed that the integrated business strategy scale consisted of four valid subscales: proactive strategy, breadth strategy, quality-based strategy, and reactive strategy. The four-factor model was supported. The results provide evidence that the integrated business strategy scale is a reliable and valid instrument that can be used to measure business strategies of manufacturing organizations in Malaysia.
Generic corporate (growth) strategic alternativesMaha H
This document outlines various generic corporate growth strategies including concentration, vertical integration, diversification, mergers, acquisitions, alliances, and joint ventures. It defines each strategy and provides examples. Concentration strategies focus on a single product/service and can include market development, product development, or horizontal integration. Vertical integration refers to control of suppliers or distributors. Diversification is unrelated or related expansion. Mergers combine two companies while acquisitions involve one company purchasing another. Alliances and joint ventures pool resources between companies.
The document discusses the process of new product development. It involves several stages: [1] Idea generation to identify potential new product opportunities, [2] Idea screening to evaluate ideas and eliminate unsound concepts, [3] Concept development and testing to create product prototypes and test consumer attitudes, [4] Market strategy development to create a marketing plan, [5] Business analysis to estimate costs, sales, and profits, [6] Test marketing to trial the product in select markets, and [7] Commercialization to fully launch the new product. The goal is to develop, test, and evaluate new products to ensure growth for the organization.
It is done where the company attempts to widen the scope of its business definition in such a manner that it results in serving the same set of customers. The alternative technology of the business undergoes a change.
This document provides an overview of strategic management concepts including defining strategy, classifying strategy, and tests of a winning strategy. It discusses Mintzberg's five-fold definition of strategy as a plan, pattern, position, ploy, and perspective. Strategy can be classified based on its generic basis, levels in an organization, corporate direction, product/market focus, intensity of competition, and intention versus realization. Tests of a winning strategy ensure good fit with the external environment and internal resources, provide competitive advantage, improve performance, have coherence between values and actions, are distinctive from competitors, and are sustainable long-term.
The document discusses various aspects of strategic innovation including strategy, new business models, new markets, value creation for customers and companies, dimensions of strategic innovation, aspects of innovation like market impact, market opportunity, and market dynamics. It also talks about new product development process, factors for new product success, types of new products, and examples of innovation platforms from companies like Apple and DSM. The document provides an overview of key concepts in strategic innovation, new product development, and types of innovation.
The document discusses strategic marketing and innovation strategies. It covers topics like managing innovation as a customer-driven process, new product planning, generating and evaluating new product ideas, developing and testing products, and commercializing successful new products. It also provides examples of how companies like Google effectively generate new ideas and examples of transformational, new category, and incremental innovation.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
Intensive & integration strategies....mineFarhan Ahmad
Unilever Pakistan uses various intensive and integration strategies for its brands. For brands like Clear, Badam, Vim, Walls, and Lifebouy, Unilever uses a market penetration strategy focusing on greater marketing efforts. For Vaseline and Sunsilk, Unilever uses a market development strategy to enter new markets. Domex and Fair & Lovely Men were introduced using a product development strategy. Horizontally, Unilever acquired Polka Ice Cream, Knorr, and Glaxose-D brands. Unilever does not engage in forward or backward integration strategies.
M M Bagali, PhD, Research paper, MBA Faculty, HRM, HR, HRD, PhD in HR and Man...dr m m bagali, phd in hr
This document discusses establishing skills supremacy as a strategy for sustaining competitive advantage. It suggests that companies build a sizable skills inventory that can be reskilled quickly to achieve growth objectives. Having only one competitive factor like technology or design is not a sustainable long-term strategy, as seen with companies like Blackberry and Nokia. The document reviews literature supporting the link between workforce skills and organizational performance, finding that higher skilled employees increase productivity and qualifications serve as a proxy for skills. It proposes that developing a skills-centric culture and translating skills dominance into market dominance can help companies achieve long-run market leadership.
GBS CH 1 FOUNDATIONS OF GLOBAL STRATEGYShadina Shah
This document discusses global business strategy and international firms. It begins by outlining the learning objectives, which are to understand the needs of studying global business strategy, define global strategy, discuss issues in global strategy and the effects of globalization, discuss different types of global strategies, and discuss emerging types of global corporations. It then discusses the importance of global strategies for international firms and how strategies have evolved with the global marketplace. Different types of international strategies are also outlined, including their benefits and limitations. Key aspects of developing a global strategy like sources of competitive advantage, country comparative advantages, and the global business environment are also covered.
The document describes the cogon Treasury Suite CTS software, which enables efficient financial supply chain management and cash/liquidity management. It has modules for finance, treasury, and a web-based application for data consolidation and central analysis. The finance module allows automated and manual payments, cash flow-based planning, and integrated liquidity planning. The treasury module supports managing financial products and transactions. The software provides advantages like optimized working capital, transparency of financial data, and audit-proof compliance.
Marwa Hassan Abu-Serie is seeking a challenging position that allows her to utilize her experience and education. She has a bachelor's degree in economics from Cairo University and over 5 years of work experience in sales, customer service, and human resources roles. Her experience includes working as an account advisor, sales representative, and human resources assistant. She is skilled in communication, problem-solving, and technical writing.
The three intensive strategies discussed in the document are market penetration, market development, and product development. These strategies require intensive efforts to improve a firm's competitive position with existing products and services. Market penetration focuses on increasing market share through greater marketing efforts within existing markets. Market development seeks growth by entering new geographic markets. Product development aims to increase sales by improving or modifying current offerings. The document provides examples of each strategy being used by various companies.
This document discusses a marketing strategy proposal for Mother Earth's Essentials. It defines sustainable marketing as creating value for customers in a way that preserves natural and human capital. The paper recommends Mother Earth's Essentials adopt sustainable values, make sustainability goals with employees and stakeholders, and ensure equal importance to economics, society and environment in objectives. It also suggests competitive strategies like identifying opportunities, selecting target markets, and constantly adapting the strategy. The trend toward sustainability offers opportunities like increased market share but also challenges in meeting consumer and political demands.
STRATEGY, STRATEGIC PLANNING, STRATEGIC DECISION, STRATEGIC CAPABILITY, OPERATIONS MANAGEMENT, ROLE OF OPERATIONS IN AN ORGANIZATION, SCOPE OF OPERATIONS MANAGEMENT, OPERATIONS STRATEGY, DIFFERENCES BETWEEN STRATEGIC, ADMINISTRATIVE AND OPERATIONAL DECISIONS, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Innovation & Entrepreneurship - From Basics to Open InnovationNikolaos Vaslamatzis
Innovation & Entrepreneurship basics - how to think like an entrepreneur and models, analytical tools and frameworks to further develop a business idea, explore a market and develop a minimum viable product (mvp).
Here is an analysis of the two-wheeler industry in India using Porter's Five Forces model for M&M's entry into this business:
1. Threat of new entrants: Moderate to high threat. Established players like Hero, Honda, TVS, Bajaj have strong brand loyalty. However, costs of entry are relatively low with contract manufacturing available. M&M's brand equity can offset barriers.
2. Threat of substitutes: Low threat. Public transport is inadequate. Owning a two-wheeler is more affordable than a car.
3. Bargaining power of suppliers: Low to moderate. Major components can be sourced globally or locally. Established players have
This document discusses how companies can gain a competitive advantage through the use of information systems and technology. It provides examples of both successful and unsuccessful uses of IS/IT. Specifically, it explains that IS/IT can help lower costs, differentiate products/services, and foster innovation. However, some companies have failed to keep up with new technologies, causing their competitive advantages to diminish over time, like what happened to Nokia. Both internal factors, like strengths/weaknesses, and external factors, such as opportunities/threats, can influence the success or failure of a company's IS/IT strategies.
Brief of the dimensionality of business strategy among the manufacturing orga...Alexander Decker
This document summarizes a research study that examined the dimensionality of business strategy among manufacturing organizations in Malaysia. The study involved a survey of 113 manufacturing firms. Exploratory and confirmatory factor analyses showed that the integrated business strategy scale consisted of four valid subscales: proactive strategy, breadth strategy, quality-based strategy, and reactive strategy. The four-factor model was supported. The results provide evidence that the integrated business strategy scale is a reliable and valid instrument that can be used to measure business strategies of manufacturing organizations in Malaysia.
Generic corporate (growth) strategic alternativesMaha H
This document outlines various generic corporate growth strategies including concentration, vertical integration, diversification, mergers, acquisitions, alliances, and joint ventures. It defines each strategy and provides examples. Concentration strategies focus on a single product/service and can include market development, product development, or horizontal integration. Vertical integration refers to control of suppliers or distributors. Diversification is unrelated or related expansion. Mergers combine two companies while acquisitions involve one company purchasing another. Alliances and joint ventures pool resources between companies.
The document discusses the process of new product development. It involves several stages: [1] Idea generation to identify potential new product opportunities, [2] Idea screening to evaluate ideas and eliminate unsound concepts, [3] Concept development and testing to create product prototypes and test consumer attitudes, [4] Market strategy development to create a marketing plan, [5] Business analysis to estimate costs, sales, and profits, [6] Test marketing to trial the product in select markets, and [7] Commercialization to fully launch the new product. The goal is to develop, test, and evaluate new products to ensure growth for the organization.
It is done where the company attempts to widen the scope of its business definition in such a manner that it results in serving the same set of customers. The alternative technology of the business undergoes a change.
This document provides an overview of strategic management concepts including defining strategy, classifying strategy, and tests of a winning strategy. It discusses Mintzberg's five-fold definition of strategy as a plan, pattern, position, ploy, and perspective. Strategy can be classified based on its generic basis, levels in an organization, corporate direction, product/market focus, intensity of competition, and intention versus realization. Tests of a winning strategy ensure good fit with the external environment and internal resources, provide competitive advantage, improve performance, have coherence between values and actions, are distinctive from competitors, and are sustainable long-term.
The document discusses various aspects of strategic innovation including strategy, new business models, new markets, value creation for customers and companies, dimensions of strategic innovation, aspects of innovation like market impact, market opportunity, and market dynamics. It also talks about new product development process, factors for new product success, types of new products, and examples of innovation platforms from companies like Apple and DSM. The document provides an overview of key concepts in strategic innovation, new product development, and types of innovation.
The document discusses strategic marketing and innovation strategies. It covers topics like managing innovation as a customer-driven process, new product planning, generating and evaluating new product ideas, developing and testing products, and commercializing successful new products. It also provides examples of how companies like Google effectively generate new ideas and examples of transformational, new category, and incremental innovation.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
Intensive & integration strategies....mineFarhan Ahmad
Unilever Pakistan uses various intensive and integration strategies for its brands. For brands like Clear, Badam, Vim, Walls, and Lifebouy, Unilever uses a market penetration strategy focusing on greater marketing efforts. For Vaseline and Sunsilk, Unilever uses a market development strategy to enter new markets. Domex and Fair & Lovely Men were introduced using a product development strategy. Horizontally, Unilever acquired Polka Ice Cream, Knorr, and Glaxose-D brands. Unilever does not engage in forward or backward integration strategies.
M M Bagali, PhD, Research paper, MBA Faculty, HRM, HR, HRD, PhD in HR and Man...dr m m bagali, phd in hr
This document discusses establishing skills supremacy as a strategy for sustaining competitive advantage. It suggests that companies build a sizable skills inventory that can be reskilled quickly to achieve growth objectives. Having only one competitive factor like technology or design is not a sustainable long-term strategy, as seen with companies like Blackberry and Nokia. The document reviews literature supporting the link between workforce skills and organizational performance, finding that higher skilled employees increase productivity and qualifications serve as a proxy for skills. It proposes that developing a skills-centric culture and translating skills dominance into market dominance can help companies achieve long-run market leadership.
GBS CH 1 FOUNDATIONS OF GLOBAL STRATEGYShadina Shah
This document discusses global business strategy and international firms. It begins by outlining the learning objectives, which are to understand the needs of studying global business strategy, define global strategy, discuss issues in global strategy and the effects of globalization, discuss different types of global strategies, and discuss emerging types of global corporations. It then discusses the importance of global strategies for international firms and how strategies have evolved with the global marketplace. Different types of international strategies are also outlined, including their benefits and limitations. Key aspects of developing a global strategy like sources of competitive advantage, country comparative advantages, and the global business environment are also covered.
The document describes the cogon Treasury Suite CTS software, which enables efficient financial supply chain management and cash/liquidity management. It has modules for finance, treasury, and a web-based application for data consolidation and central analysis. The finance module allows automated and manual payments, cash flow-based planning, and integrated liquidity planning. The treasury module supports managing financial products and transactions. The software provides advantages like optimized working capital, transparency of financial data, and audit-proof compliance.
Marwa Hassan Abu-Serie is seeking a challenging position that allows her to utilize her experience and education. She has a bachelor's degree in economics from Cairo University and over 5 years of work experience in sales, customer service, and human resources roles. Her experience includes working as an account advisor, sales representative, and human resources assistant. She is skilled in communication, problem-solving, and technical writing.
Bidirectional Bubble Sort Approach to Improving the Performance of Introsort ...Waqas Tariq
This document presents an approach to improve the performance of the Introsort sorting algorithm in worst-case scenarios. The approach replaces the insertion sort used by Introsort for small lists with bidirectional bubble sort. Experimental results show that for large input sizes in the worst case, the improved Introsort has fewer swapping operations than regular Introsort, resulting in better overall performance as the input size increases.
Macip toral acacio edmundo transform la excelencia del aguilaAcacioEdmundo DeVoll
Este documento presenta un libro titulado "La Excelencia del Águila" que describe un método para lograr la excelencia a través del desarrollo de 10 capacidades. El autor invita al lector a usar el libro como una guía para su propia transformación interior mediante lecturas y actividades. El objetivo general es ayudar a las personas a alcanzar su máximo potencial.
147a - Short presentation of the Catechism fo the OGROrdineGesu
The document presents a summary of the Catechism of the Ordine Gesù Redentore (Jesus Redeemer Order). It outlines some of the key beliefs of the Order, including that:
1) God created the cosmos to save demons and mankind through life experiences across multiple planes of existence, including the physical, astral, mental, and akashic realms.
2) Upon death, a person's immortal soul transitions to subsequent realms to continue its evolution over thousands of years through reincarnation until becoming a saint.
3) The purpose of life and religions is to help people accelerate their journey to holiness by expanding their consciousness through love, good deeds, and following the G
La liturgia de la Palabra consiste en tres lecturas: la primera lectura del Antiguo Testamento, el salmo responsorial, y la segunda lectura de las cartas del Nuevo Testamento, seguidas por la proclamación del Evangelio. Estas lecturas forman parte de un diálogo entre Dios y la asamblea, donde Dios habla a través de su Palabra y la asamblea responde a través del canto y la oración.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...IJRTEMJOURNAL
Recent era, the world have been witnessed the Information Technology development in various
industrial sectors. This has led to change in organization performance, where many researchers are motivated to
investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study
aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company.
Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved
result signify a significant influence of Marketing mix strategies on organization performance in Safeway
Company. In the light of the before mentioned findings, the study recommend to such glossary industry some
supportive operations to encourage creativity in various functional departments.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various
industrial sectors. This has led to change in organization performance, where many researchers are motivated to
investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study
aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company.
Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved
result signify a significant influence of Marketing mix strategies on organization performance in Safeway
Company. In the light of the before mentioned findings, the study recommend to such glossary industry some
supportive operations to encourage creativity in various functional departments.
Application of voc translationtools a case studyiaemedu
The document discusses tools for translating the voice of the customer (VOC) into product design. It provides context on high new product failure rates and the importance of understanding customer needs early in the development process. The document then summarizes several VOC translation tools, including Quality Function Deployment (QFD) for translating customer wants into technical specifications, Pugh Matrix for comparing design concepts, Kano analysis for understanding customer preferences, and conjoint analysis for determining ideal product attributes based on customer tradeoffs.
Application of voc translationtools a case studyiaemedu
This document provides an overview of tools that can be used to translate customer needs and preferences into product design. It discusses conjoint analysis, which measures customer preferences to help simulate customer reactions to new products. The document also mentions other voice of the customer tools like Kano analysis, Pugh matrix, quality function deployment that can be used in the new product development process to help bridge the gap between marketing and design. It emphasizes the importance of understanding customer desires early in development through market research to improve the success rate of new products.
The document discusses manufacturing strategy and its role in achieving competitive advantage. It defines manufacturing strategy as a pattern of coordinated decisions that develop manufacturing capabilities to support business objectives and competitive differentiation. The key points are:
1) Manufacturing strategy aims to realize competitive capability through decisions that build manufacturing advantages in areas like cost, quality, flexibility and innovation.
2) These manufacturing objectives support business strategy and competitive positioning. A proactive manufacturing strategy provides strengths to achieve strategic goals.
3) Elements of manufacturing strategy include decisions around physical infrastructure, processes, interfaces with other functions, and continuous improvement.
The linkage between strategic human resource management, innovation and firm ...IOSR Journals
Innovation is regarded as the driving force of rapid changes in the modern world and one of the key success factors in the competitive market. Firms have to innovate, to survive in the market. The disruptive wave of innovation every year makes so many businesses disappear from the market. On the other hand, successful implementation of innovation programs can guarantee profitability and an acceptable overall performance for any firm. In addition, strategic planning for human resources plays a key role in innovation practices and helps firms achieve their long-term objectives. This paper intends to assess a linkage between strategic human resource management, innovation, and overall performance within a firm. In order to examine such a linkage, an online survey was applied and data were collected from 54 managers of product development projects in Malaysian manufacturing companies. Analysis of the collected data using correlation analysis techniques proved that there is a strong correlation between the three mentioned concepts.
The influence of market orientation, learning orientation, and entrepreneuria...Iwan Kurniawan Subagja
Company performance is a success measurement which is conducted every determined time period. The Performance can be said
as the value of each activity that has been prepared and implemented to identify whether the strategy made in the implementation
has been right or false. This study proposed to examine the variables of market orientation, learning orientation and entrepreneurial
orientation to company performance through innovation. This study was conducted on Small-Medium Enterprises (UKM) Batik
industry of Cirebon with the number of respondents 182 Batik industry enterprises Cirebon. This research is explanatory with
simple random sampling technique and data analysis technique using Structural Equation Modeling (SEM) version 22. The result
of this research reveals four findings; first, market orientation, learning orientation and entrepreneurial orientation have positive
and significant impact on innovation; second, market orientation, learning orientation and entrepreneurial orientation have positive
and significant impact on firm performance; third, innovation has positive and significant impact on firm performance and market
orientation; fourth, learning orientation as well as Entrepreneurial orientation has a positive and significant impact on company
performance through innovation.
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The document discusses the gap that often exists between marketing and product design functions in new product development. It provides background on the importance of understanding consumer needs for developing successful new products. However, marketing research is not always effectively incorporated into product design due to perceived lack of credibility of consumer insights and inability to generate innovative ideas. The document proposes that conjoint analysis can help bridge this divide by overcoming deficiencies in translating voice of customer information for product development teams.
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Running Head CONDUCTING AN ORGANISATIONAL ASSESSMENT1AN ORGANI.docxtodd271
Running Head: CONDUCTING AN ORGANISATIONAL ASSESSMENT 1
AN ORGANISATIONAL ASSESSMENT 12
LASA 1—Conducting An Organizational Assessment
Sean Markl
Argosy University
Operational Management
September 26, 2018
There are very many issues that determine whether an organization is going to fail or succeed in a given environment. Competition keeps increasing and the dynamics of doing business change with time. Consumer demands and preferences as well as government’s laws and regulations for doing business also change with time. An overall organizational success encompasses the inclusion of all the stakeholders such as employees and shareholders, and the harmonization of its goals and missions. With all these in mind, an organization ought to develop an effective structure, a powerful strategy and a good culture since its success or failure heavily depends on these factors more than anything else.
The Organizational Structure
This is the arrangement or the framework by which different activities are laid out and how individual or team work are coordinated in an organization. To achieve goals and different objectives of the organization all the activities and roles in an organization should be well coordinated, controlled and managed. The organization structure is a tool that should never be neglected. It helps to show who does what and who reports to whom (Thompson, 2018). These reporting relationships are very valuable and result to unity of command.
A good organization structure eases the flow of formal communications within the organization. This is because it outlines the channels of communication and how different actions of the stakeholders are related or linked together. Structure helps different personnel in the organization to work together for a common goal.
There is no structure that can be said to be the best. For example, an organization needs to consider its strategy and have clearly outlined responsibilities and roles, clear communication channels and defined procedures in order to select a good structure. A good structure helps the business to:
· Improve staff morale.
· Avoid excessive meetings
· Make quick and effective decisions
· Reduce conflict among teams and departments
· Have coordination
· Reduce costs
· Be responsive to changes
The Strategy
This is a combination of all the plans, ideas and actions that an organization intends to take in order to achieve set goals. The strategic plans may be for short term, medium term or even long-term goals. The strategy maps the route that the business will take in order to achieve its goals and visions.
With time the strategy of a business can change even if the goals remain the same. It does not have to be inflexible. This allows the business to incorporate changes in the internal and external environment and also take advantage of new opportunities that may arise in the course of running the organization. An organization needs a strategy for various reasons as situations m.
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This document discusses the relationships between market orientation, firm innovativeness, and innovation performance. It defines key terms like market orientation and firm innovativeness. It presents a model and hypotheses about the relationships between the three components of market orientation (collection and use of market information, development of market-oriented strategy, and implementation of market-oriented strategy) and firm innovativeness and innovation performance. The document describes a study that collected survey data from industrial firms to analyze these relationships and relationships were found between the market orientation components, firm innovativeness, and innovation performance.
Improving Marketing’s Contribution to
New Product Development
Wenzel Drechsler, Martin Natter, and Peter S. H. Leeflang
In many firms, the marketing department plays a minor role in new product development (NPD). However, recent
research demonstrates that marketing capabilities more strongly influence firm performance than other areas such as
research and development. This finding underscores the importance of identifying relevant capabilities that can
improve the position of marketing within the NPD process as part of the quest to improve innovation performance.
However, thus far, it has remained unclear precisely how the marketing department can increase its influence on NPD
to enhance a firm’s innovation performance. The results of this study demonstrate that the relationship between
marketing capabilities and innovation performance is generally mediated by the decision influence of marketing on
NPD. In particular, both marketing research quality and the ability to translate customer needs into product charac-
teristics serve to increase marketing’s influence on NPD. This increased influence, in turn, positively contributes to
overall firm innovation performance. Hence, these results show that in addition to having the appropriate marketing
capabilities, the marketing department must achieve a status in which these capabilities can translate into performance
implications.
Introduction
T
he creation of new products is an important strat-
egy for any firm trying to survive in highly com-
petitive and fragmented markets. Each new
product development (NPD) project usually involves
identifying customer needs and conducting a preliminary
market assessment (Calantone and di Benedetto, 1988).
However, managers often believe that marketing research
fails to provide timely, accurate, and relevant information
about consumers and markets relevant to decision making
(Johnson and Ambrose, 2009). In particular, they are
convinced that new product failure rates are still high1
due to a flawed understanding of consumer preferences
and market needs (Cooper and Kleinschmidt, 1995;
Johnson and Ambrose, 2009).
Identifying and assessing opportunities for the devel-
opment of new products usually falls under marketing’s
domain, because this process represents the customer–
product connection (Fine, 2009; Moorman and Rust
1999). Kandybin and Kihn (2004) propose that top inno-
vators heavily involve the marketing department in the
NPD process. However, the prevailing view in most com-
panies is that marketing offers no distinct function; in
other words, there is a sense that everyone can do market-
ing (McKenna, 1991; Sheth and Sisodia, 2005). This is
one of the reasons why marketing is in heavy decline and
further implies that little attention is paid to the marketing
department’s knowledge and opinion (Webster, Malter,
and Ganesan, 2005). In addition, prior research indicates
that especially in NPD, the research and development
(R&D) department often domi.
Proposal-Market orientation and innovation 20-10-11Sahil Bajaal
This document discusses market orientation and innovation as a new marketing approach for the UK insurance sector. It begins with background information on market orientation and how it can lead to improved innovation capabilities when companies closely monitor customer needs and wants. The document then establishes the rationale for examining market orientation and its effects on innovation within the insurance sector. The aims and objectives section outlines the goals of investigating market orientation tools and their impact on innovation and business performance for UK insurance firms. Finally, the literature review discusses prior research that links market orientation to improved performance, customer satisfaction, and innovation when companies adopt a customer-focused organizational culture.
Marketing capabilities and innovation-based strategies for environmental sustainability: An exploratory investigation of B2B firms by
Babu John Mariadoss a,1, Patriya Silpakit Tansuhaj a,1, Nacef Mouri
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Design Co-creation and Performance in New Product Development Process
1. Yen Hsu
International Journal of Business Research and Management (IJBRM), Volume (4) : Issue (3) : 2013 63
Design Co-creation and Performance in New Product
Development Process
Dr. Yen Hsu erickshi@ms1.hinet.net
Department of Industrial Design
Tatung University
Taipei, 104, Taiwan (R.O.C.)
Abstract
Co-creation is a kind of marketing strategy or business strategy that stresses the generation and
continuing realization of mutual firm-customer value. Product design, marketing, and Innovation
ought to be closely coordinated in companies. Most researchers have indicated that highly
effective connection among innovation R&D, marketing activities, and design pushes products in
to the marketplace and guarantees their success. However, empirical studies from the Co-
creations among design, marketing, and innovation strategies in New Product Development (NPD)
performance are intermittent. Within this study, enterprises through the Taiwan Electrical and
Electronic Manufacturers’ Association (TEEMA) database were chosen randomly as subjects.
Inside the first survey, the status from the marketing strategy, innovation strategy, and design
strategy was determined. Following a new product was marketed for one year, another survey
was conducted for NPD performance check. After repeated contact, 285 enterprises (21.11%)
responded. Major findings in the study are listed below: (1) The Structural Equation Model (SEM)
results demonstrate a good fit involving the theoretical model and observed data for innovation,
marketing, and design strategies; (2) The NPD performance is influenced by an enterprise’s
innovation, marketing, and design strategies. Moreover, innovation and marketing strategies also
influence NPD performance through design strategy. For NPD performance, design strategy is
both a completely independent variable and an intervening variable; (3) The NPD performance
could be reinforced when enterprises struggle for design, innovation, and marketing strategies.
Keywords: Strategic Innovation, Co-creation, NPD Performance.
1. INTRODUCTION
Co-creation is a kind of marketing strategy or business strategy that stresses the generation and
continuing realization of mutual firm-customer value (Roggeveen et al., 2012). It sights
marketplaces as forums for firms and active clients to talk about, mix and renew each other
people’s assets and abilities to produce value through new types of interaction, service and
learning systems. It is different from the standard active firm - passive consumer market construct
of history (Lehrer et al., 2012; Chen et al., 2012).
Marketing is carefully connection with product design (Zhang et al., 2007; Luchs and Swan, 2011).
Along the way of getting a new product to advertise, the marketing department should return
information and facts and communicate with the design department (Conway, 2007; Paul and
Martin, 2007). A highly effective link between marketing actions and design inspires product
invention (Sherman, et al., 2000). Moreover, innovation stands out as the more effective survival
ability for enterprises down the road (Gary and Peter, 2001). Continuous innovation might help
organizations maintain their status being a market leader make certain development (Dittrich and
Duysters, 2007). Especially, in economic recessions, quickly launching new services can help
companies break via bottlenecks and switch failures into successes (Ulrich and Eppinger, 2004).
As a result, innovation, marketing, and product design in corporations are tightly connected.
Within the quest for good new product development (NPD) performance, one should find out the
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International Journal of Business Research and Management (IJBRM), Volume (4) : Issue (3) : 2013 64
roles design should play to achieve the targets of innovation and marketing strategies. The R&D
staff and product designers in organizations need to pay close focus on challenges from market
changes and instantly reply to actions of challengers. Additionally they have to complete NPD by
based on the innovation strategy within a company (Hsieh et al., 2006; Ravi, 2007; Girard et al.,
2007; Luchs and Swan, 2011). Design is a crucial useful resource in companies, a mechanism for
that integration of product development, as well as a serial loop within the total value chain
(Twigg, 1998; Aydin et al., 2007). An efficient link among innovation R&D, marketing activities,
and design can be a powerful strength in new marketplaces and critical for product success.
Research by Hsu (2009) and Hsu (2011a) indicated that Taiwanese enterprises had adopted
some special strategies in product design. Nevertheless, literature assessing the connections
among marketing, innovation, and design strategies, and NPD performance has limitations. Look
around the connection between marketing, innovation, and design strategies on NPD
performance, CEOs in Taiwan’s consumer electronics companies were interviewed. The fit
between theoretical models and observed data was examined. Furthermore, a connection model
was generated and concrete suggestions were provided, in a way that marketing strategy,
innovation strategy, and design strategy can promote NPD performance.
2. LITERATURE REVIEW AND FRAMEWORK DEVELOPMENT
2.1 Organizational Marketing Strategy
Marketing strategies function as the essential underpinning of marketing plans made to fill market
needs and achieve marketing objectives. Kotler (2003) described marketing strategy as a series
of principles enterprises use to serve their customers and to reach their profit goal. Armstrong
and Kotler (2003) claimed that a marketing strategy can guide an enterprise to make the most of
its resources with the aim of satisfying a target user group’s needs to reach its marketing goal.
Marketing strategy involves careful scanning of the internal and external environments. Cravens
et al. (1999) maintained that a marketing strategy might cover branding strategy, cost-reduction
strategy, channel strategy, and innovation strategy. Regarding an innovation strategy, a solid
relationship exists between marketing strategy and product innovation. Particularly, researchers
have different types for marketing strategy. The combination of product, price, place, and
promotion (4Ps) is the most popular type (Kotler, 2003). In this study, ideas from the work by
Kotler (2003), Eleri and Robert (2007), and Paul and Morgan (2007) were integrated into four
strategic dimensions: product, price, channel, and promotion.
2.2 Organizational Innovation Strategy
Innovation is the use of new solutions that meet new needs, inarticulate needs, or existing market
needs. An innovation strategy offers an environment for creativity and innovation, in ways that a
company can provide unique products or services that differ from those of their competitors
(Schuler and Jackson, 1987). Companies may use numerous combinations of resources and
techniques to generate different innovation strategies, from which they can execute their policies
and enhance their performance (Dziura, 2001; Tidd and Bessant, 2009).
Innovation strategy studies can be divided roughly into three categories. (1) The dimension of
technical innovation strategy includes a high ratio of R&D expense to revenue (Kuczmarski,
1996); aggressiveness in the application of logos, royalties, and patents (Dziura, 2001); frequent
introduction of new techniques to improve production or manufacturing procedures (Kuczmarski,
1996; Ulrich and Eppinger, 2004); and constant improvement of production procedures (Gobeli
and Brown, 1987) to achieve an enterprise’s goal. (2) The dimension of innovation in commercial
mode strategy includes innovative products or services (Johne, 1999; Yoon and Lilien, 1985), and
improving, renewing, or extending current products or adding new product lines (Kuczmarski,
1996; Ulrich and Eppinger, 2004) to change or relocate the target customer group (Atuahene-
Gima, 1996). (3) The dimension of innovation in management strategy includes timely adoption of
a proper response strategy; building and controlling the distribution channel to cope with changes
in the external environment; promptly solving customer problems (Johne, 1999); and adopting
new management methods that promote organizational performance by raising wages or
improving the worker welfare system (Subramanian and Nilakanta, 1996) to stimulate R&D
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personnel to innovate (Gilbert, 1994). The three dimensions of innovation strategy in this study
were technical innovation, commercial innovation, and managerial innovation.
2.3 Organizational Design Strategy
Design strategy is a discipline which will help firms figure out what to create and do, so why do it
and just how to innovate contextually, both immediately and also over the long-term. Design
strategy is generally considered the manner in which an enterprise processes new product
designs under the total enterprise strategy (Crawford, 1994). Olson et al. (1998) regarded design
strategy as an effective way of allocating and coordinating design resources to fulfill enterprise
goals. Oakley (1990) noted that a design strategy and enterprise strategy are mutually dependent.
A design strategy considerably impacts a company's competitive status, and it is also a
conversation channel between organizations and their upstream and downstream partners (Hua
et al., 2011). Mozota (2006) applied three basic strategies from the competition strategies by
Porter (1980) to describe the purposes of a design strategy: design for cost; design for brand
image; and design for focus.
Furthermore, Kelley (1992), who analyzed dozens successful product design cases, developed a
strategic color palette in which a design strategy is composed of 12 strategic factors. Furthermore,
Sung and You (1999) claimed that a design strategy is the tangible response to innovative design
activities in an organization. Furthermore, they integrated the design strategy factors (Kelley,
1992) and identified ten innovative product design factors. According to Sung and You (1999), a
design strategy is made a series of strategy-related design properties that can be used to achieve
the goal of product design innovation, such that an enterprise has a unique advantage.
Consequently, a design strategy is the way in which product innovation is executed, customer
demands and competitor influences are analyzed, and is used to fulfill an enterprise!|s
performance goal through coordination of a company’s core R&D capabilities (Hsu, 2006). In this
study, Hsu’s (2009, 2011a) design strategy perspectives were taken into consideration when
dividing product design strategies in enterprises into four categories: reinforce R&D capacity;
reduce production cost; ensure product quality; and increase the strength of enterprise brand
image dimensions.
2.4 Organizational NPD Performance
Running a business and engineering, new product development (NPD) may be the complete
procedure for getting something new to promote. An item is some benefits offered for exchange
and could be tangible (that's, something physical you are able to touch) or intangible (just like a
service, experience, or belief). NPD performance is a purpose for those corporations (Mumin,
2010; Ciriaco et al., 2010); nevertheless, measures of NPD performance varies. In literature, NPD
performance measures were financial and non-financial (Mat and Jantan, 2009; Ciriaco et al.,
2010). For example, Barczak (1995) used the following four indices of NPD performance: (1)
sales return on a certain level or that higher or lower than the goal level; (2) profit rate for new
products; (2) percentage of goal reached by market share; and (4) total satisfaction of customer
with new products. Cooper and Kleinschmidt (1995) employed other criteria to create a map of
NPD performance: success rate; sales; profit relative to spending; technical success rating; sales
return (sales impact); profit (profit impact); sales goal (meeting sales objectives); profit goal
(meeting profit objectives); profitability versus number of competitors: and overall success.
Driva et al. (2000) used five criteria to measure NPD performance in the manufacturing industry:
total cost of projects; whether projects are completed on time; difference between actual cost of a
project and its budget; difference between actual finish time and previously set time; and launch
time for a new product. Leenders and Wierenga (2002) used another five criteria to measure NPD
performance: decision-making speed for NPD; quality of decision-making procedures for NPD;
speed of NPD; commitment to turn NPD strategies into actions; cost effectiveness of NPD; and
ability to respond to new commercial opportunities. Furthermore, Ulrich and Eppinger (2004) and
Ciriaco et al. (2010) identified five dimensions of NPD performance: product quality, product cost,
development time, development cost, and development ability. Based on these studies, criteria
for measuring NPD performance are financial and non-financial. Six criteria were used to
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measure NPD performance: reaching the sales volume goal for new products by percentage;
financial percentage of reaching the sales return goal for new products; technical ability
promotion of new products; company brand image and promotion by new products; and
customers’ non-financial appraisals of new products.
2.5 Research Framework and Hypotheses
(1) Organizational marketing and design strategy
Marketing methods ought to be according to product design (Zhang et al., 2007 Luchs and Swan,
2011). Throughout the entire process of something new entering an industry, a marketing
department should exchange information and communicate with its design department (Conway,
2007 Paul and Martin, 2007). A highly effective link between marketing activities and design
triggers product innovation (Gupta and Wilemon, 1990 Sherman, et al., 2000). Many scientists
have stated that design is definitely an integral resource for businesses, a vital mechanism for
brand new product integration, as well as an important serial loop within the value chains of
businesses (Twigg, 1998 Aydin et al., 2007). Consequently, a company should integrate their
assets and finished new items through coordination with various industries based on their
marketing strategy and practical product design strategy (Souder and Song, 1997 Bloch, 2011
Luchs and Swan, 2011). In line with the impact of marketing strategy on design strategy, the next
hypothesis is provided:
H1: A highly effective marketing technique of a company positively influences its design strategy.
(2) Organizational marketing strategy and NPD performance
Souder and Song (1997) stated that marketing strategy and product are associated a marketing
strategy can boost product quality (Jeremy et al., 2005) and implementation of product R&D
(Luchs and Swan, 2011). The R&D and marketing departments inside a company should be
integrated to effectively apply techniques (Souder and Moenaert, 1992). Gupta and Wilemon
(1990) contended that product innovation within the hi-tech industry requires close coordination
between your R&D and marketing departments within an enterprise. Kinchen (2010) and Hsu
(2011b) contended that product design can specify the marketing strategy and get product.
Sherman et al. (2000) mentioned that mix-business functional integration influences the NPD
cycle. Many students also stated that the mixing of the product procedure and management
improves NPD performance in businesses (Song et al., 1997 Durward et al., 1998 Lau et al.,
2007). Based on the results of a marketing strategy on NPD performance, the next hypothesis is
suggested:
H2: A highly effective marketing technique of a company positively influences its NPD
performance.
(3) Organizational innovation and design strategy
Effective service or product innovation may be the center and motive energy for competitive
advantage (Mozota, 2003 Veryzer and Mozota, 2005 Jamie and Costas, 2007). In NPD, product
design be aligned using the innovation technique of a company (Mozota, 2006 Dell'Era and
Verganti, 2007 Sari et al., 2007). Within the NPD process, each proper hierarchy within an
enterprise should be employed in coordination to apply its total policy (Veryzer and Mozota, 2005
Renee et al., 2007). Based on its innovation strategy goal, a company must collocate practical
product design tasks and integrate innovation assets within an enterprise to create new items
through mix-organization communication and coordination (Mozota, 2006 Claudio and Roberto,
2007 Sari et al., 2007). Innovation strategy and design strategy are carefully related (Hsu, 2011).
This, another hypothesis is placed for innovation strategy and design strategy:
H3: A highly effective innovation technique of a company positively influences its design strategy.
(4) Organizational innovation strategy and NPD performance
By having an innovative strategy, businesses can quickly launch new items inside a marketplace,
helping businesses break bottlenecks as well as turn failure into success (Ulrich and Eppinger,
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International Journal of Business Research and Management (IJBRM), Volume (4) : Issue (3) : 2013 67
2004 Christoph, 2007). Based on goals within an innovation strategy, a company must collocate
practical product design tasks and integrate innovation assets to create new items through mix-
business communication and coordination (Mozota, 2006 Claudio and Roberto, 2007 Sari et al.,
2007). Many students also have contended that effective integration of the enterprise!|s
innovation methods and capacity improves NPD performance (Handfield et al., 1999 Andi and
Minato, 2003 Hsu, 2006). However, some research has demonstrated that no direct relationship
is available which they might be affected by another intervening variable (e.g., Roger et al., 2006).
Based on the discussion of innovation strategy and NPD performance, a 4th hypothesis is
provided:
H4: highly effective innovation technique of a company positively influences its NPD performance.
(5) Organizational design strategy and NPD performance
Obviously, NPD performance is carefully associated with product design strategy (Cooper and
Kleinschmidt, 1987 Souder and Song, 1997 Ulrich and Person, 1998). An enterprise!|s efforts in
product design could be measured by their NPD performance (Pawar and Driva, 1999). Excellent
NPD performance is really a goal for each enterprise (Mumin, 2010 Ciriaco et al., 2010). Based
on Hsu (2009), businesses with various design methods vary within their financial and non-
financial performance. Therefore, according to this discussion from the results of design strategy
on NPD performance, a fifth hypothesis is provided:
H5: A highly effective design technique of a company positively influences its NPD performance.
Based on this literature review, a conceptual research framework covering H1-H5 is built (Figure.
1).
FIGURE 1: Conceptual model of Co-creation of organization’s strategy in an enterprise.
3. METHOD
To determine of design strategy, four major dimension is employed R&D capacity, reduce
production cost, ensure product quality, and improve brand image. These indices are selected in
the studies by Sung and You (1999) and Hsu (2011a). A focus-group interview (FGI) was utilized
to recognize the prospective user group, research limits, and associations among variables and
dimensions. Seven experts (four experienced managers and three expert students) evaluated
Design strategy
Marketing strategy Innovation strategy
H1 H3
Company strategy
NPD
Performance
H5
H2 H4
Co-creation
Co-creation
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International Journal of Business Research and Management (IJBRM), Volume (4) : Issue (3) : 2013 68
whether variables from literature were appropriate. Within the pilot test, professionals chose their
amount of agreement with every item on the 5-point Likert scale, varying for 1 for never or don't
agree whatsoever to five for always or totally agree.
In the formal questionnaire survey, 1300 businesses were at random selected in the Taiwan
Electrical and Electronic Manufacturers' Association (TEEMA) CEOs were requested in 2 surveys.
While in the first survey, the status from the marketing strategy, innovation strategy, and design
strategy was determined. After something new was promoted for just one year, another survey
was carried out being an NPD performance check. After repeated contact, 285 companies
(21.11%) responded.
4. DATA ANALYSIS AND RESULTS
Table 1 lists the mean, standard deviation, and correlation matrix of each variable. Table 2 lists
the standardized loading (SL), standard error (SE), t-value, composite reliability (CR), and
average variance extracted (AVE) for each dimension. The CR value for the dimensions of
marketing strategy, innovation strategy, design strategy, and NPD performance was 0.89, 0.85,
0.88, and 0.86, respectively; total CR was 0.89, exceeding the standard value of 0.70 (Hulland,
1999), indicating good consistency in the model. The AVE for the major dimensions of marketing
strategy, innovation strategy, design strategy, and NPD performance was 0.80, 0.75, 0.71, and
0.67, respectively; total AVE was 0.73, exceeding the standard value of 0.5 (Fornell and Larcker,
1981).
Mean Sd MS IS DS NP
MS 3.985 0.685 1.000
IS 4.179 0.584 0.274 1.000
DS 4.522 0.613 0.591 0.635 1.000
NP 4.365 0.773 0.553 0.555 0.613 1.000
Notes: MS: Marketing strategy; IS: Innovation strategy; DC: Design strategy; NP: New Product Development Performance
TABLE 1: Basic Statistics.
Core Constructs Item SL SE t-value CR AVE
Marketing strategy MS1 0.77 0.38 18.89 0.89 0.80
MS2 0.84 0.29 13.45
MS3 0.86 0.32 19.89
MS4 0.89 0.28 15.47
Innovation strategy IS1 0.86 0.21 12.36 0.85 0.75
IS2 0.85 0.17 13.56
IS3 0.91 0.22 16.78
Design strategy DS1 0.86 0.35 12.44 0.88 0.71
DS2 0.75 0.25 11.36
DS3 0.81 0.32 13.49
DS4 0.85 0.33 19.59
NPD performance NP1 0.86 0.26 25.28 0.86 0.67
NP2 0.83 0.32 15.55
NP3 0.84 0.25 20.15
NP4 0.84 0.23 17.45
NP5 0.79 0.19 18.77
NP6 0.89 0.16 16.68
Notes: SL: Standardized loading; SE: Standardized error; CR: Composite reliability; AVE: average variance extracted
TABLE 2: Accuracy Analysis Statistics.
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An assessment of research model fit can help verify the conceptual framework and hypotheses.
Lisrel 8.8 was used for structural equation modeling by maximum likelihood. The analytical results
were as follows: x
2
/df (ratio of chi squared over degrees of freedom) = 1.401, goodness-of-fit
index (GFI) = 0.982, adjusted goodness of fit index (AGFI) = 0.938, comparative fit index (CFI) =
0.955, incremental fit index (IFI) = 0.986, and root mean square error of approximation (RMSEA)
= 0.047. Because x
2
/df was <2.0 and because GFI, AGFI, CFI, and IFI were >0.90, RMSEA was
smaller than 0.05 (Gefen et al., 2011; Hair et al., 1998; Atuahene-Gima and Li, 2002; Baker et al.,
2002; Brown et al., 2000; Cannon and Homburg, 2001). Thus, research model had adequate
goodness of fit.
The theoretical model investigated contains potential dependent variables and potential
independent variables. The influences of potential variables cover direct effect, indirect effect, and
total effect. Marketing strategy has a direct effect on design strategy and NPD performance
(Table 3). Marketing strategy significantly affects design strategy (β = 0.27, t = 3.58, p<0.05).
Marketing strategy significantly affects NPD performance (β = 0.29, t = 4.23, p<0.05). Additionally,
innovation strategy has direct significant effects on design strategy (β = 0.31, t = 4.75, p<0.01)
and NPD performance (β = 0.36, t = 3.83, p<0.01).
Furthermore, design strategy significantly affects NPD performance (β = 0.39, t = 6.01, p<0.001).
Marketing strategy also has significant indirect effect on NPD performance (β = 0.19, t = 3.67,
p<0.05) through the effect path of marketing strategy→design strategy→NPD performance.
Innovation strategy also has a significant indirect effect on NPD performance (β = 0.21, t = 2.98,
p<0.01) through the effect path of innovation strategy→design strategy→NPD performance.
Among all direct effects (Table 4), design strategy has the greatest direct effect (0.39) on NPD
performance; innovation strategy has the second largest direct effect on design strategy (0.31);
and marketing strategy has the smallest direct effect on design strategy (0.27). Clearly, marketing
strategy has a significant direct effect on NPD performance. Adding the indirect effect marketing
strategy on NPD performance through design strategy, the total effect of marketing strategy on
NPD performance is 0.42, a relatively high degree of influence. Similarly, innovation strategy has
a significant direct effect on NPD performance. Through design strategy, innovation strategy has
an indirect effect on NPD performance; total effect is 0.43, demonstrating that innovation strategy
also has an important effect on NPD performance. Thus, H1–H5 are supported.
Design strategy NPD Performance
β-value t-value β-value t-value
Marketing strategy
Direct effect
Indirect effect
Total effect
0.27
--
0.27
3.58*
--
3.58*
0.29
0.19
0.42
4.23*
3.67*
5.45*
Innovation strategy
Direct effect
Indirect effect
Total effect
0.31
--
0.31
4.75***
--
4.75***
0.36
0.21
0.43
3.83*
2.98*
5.48*
Design strategy
Direct effect
Indirect effect
Total effect
0.39
--
0.39
6.01**
--
6.01**
Notes: *p<0.05; **p<0.01; ***p<0.001
TABLE 3: Direct, Indirect, and Total Effect Rules.
Hypotheses Paths Expected signs Effect Results
H1 Marketing strategy→Design strategy + 0.27 Supported
H2 Marketing strategy→NPD Performance + 0.29 Supported
H3 Innovation strategy→Design strategy + 0.31 Supported
H4 Innovation strategy→NPD Performance + 0.36 Supported
H5 Design strategy→NPD Performance + 0.39 Supported
TABLE 4: Hypotheses Rules.
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International Journal of Business Research and Management (IJBRM), Volume (4) : Issue (3) : 2013 70
5. CONCLUSIONS
Co-created value arises by means of personalized, unique encounters for that customer (value-
in-use) and continuing revenue, learning that has been enhanced market performance motorists
for that firm (loyalty, associations, customer person to person) (Roggeveen et al., 2012). Value is
co-created with clients assuming a person has the capacity to personalize their experience
utilizing a firm's product-service proposition - within the duration of its use - to an amount that's
ideal to obtain work(s) or tasks done and which enables the firm to derive greater value from the
product-service investment by means of new understanding, greater revenues/profitability and/or
superior brand value/loyalty (Lehrer et al., 2012).
Although several studies have asserted that design or design strategy is an important resource
for enterprises, an essential mechanism for new item integration, and an important serial loop
within the worth chains of enterprises (Wheelwright and Clark, 1992; Twigg, 1998), these
research are only case analyses or conceptual proposals, lacking a theoretical underpinning. This
study explores empirically the correlations amongst marketing, innovation, and design techniques.
Confirmatory factor evaluation outcomes indicate suitable construct validity; convergent validity
and discriminant validity for each variable attain their statistical requirement. Furthermore, the
structural equation model obtained demonstrates a good match involving the theoretical model
and observed information for innovation, marketing, and design techniques. Moreover, marketing
strategy and innovation strategy also influence NPD overall performance indirectly, by means of
design strategy. Hence, for NPD overall performance, design strategy is both an independent
variable and intervening variable. For total impact on NPD efficiency, design strategy is probably
the most significant variable, followed by innovation strategy, and marketing strategy.
Enterprises will have to efficiently integrate their resources and total new item innovation via
communication and coordination amongst unique sectors as outlined by marketing strategy or
innovation strategy objectives. Analytical final results obtained by this study help analytical final
results obtained by Atuahene-Gima and Li (2001), Sung and Gilmour (2002), Mozota (2006),
Claudio and Roberto (2007), and Sari et al. (2007). Importantly, solution design could be made
use of to market innovation strategy and applies concrete criteria for item innovation. This study
confirmed the study result obtained by Hsu (2009; 2011b). While only a single business, the
customer electronics market, and a single nation, Taiwan, is analyzed in thiscustomer electronics
industry is representative of the international market place, and is second in international
competitiveness. Furthermore, most Taiwanese enterprises have manufacturing plants in
Mainland China; hence, the customer electronics enterprises in Taiwan plus the Taiwan
consumer electronics enterprises in Mainland China possess the biggest market place share
worldwide. Hence, the analytical benefits obtained by the study are frequently representative
within the worldwide customer electronics sector.
In line with Takeuchi and Nonaka (1986), profit from new items contributes roughly 30-40% to
total revenue for an organization. For instance, new items within the US manufacturing industry
contribute roughly 40% to annual income and 32% to a company's profits (Haas, 1989).
Furthermore, according to a survey by the US "Product Improvement and Management
Association" (PDMA), 32.4% of item turnover for any business came from new goods launched in
last 5 years. For the hi-tech business, the percentage is even higher, reaching 42.3% (Griffin et
al., 1996). This really is the very first longitudinal study of elements important to item innovation,
marketing, item design, and NPD efficiency. Concrete design practices (e.g., form, function,
texture, and operation) will likely be investigated in the future.
ACKNOWLEDGMENTS: The author would like to thank the National Science Council of the
R.O.C., Taiwan for financially/partially supporting this research under Contract No. NSC 101-
2410-H-131 -003 & NSC 102-2410-H-036 -011.
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