• Journal of Information Technology Applications and Management
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• v.17 no.2
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• pp.91-109
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• 2010

The success of new product is a key factor for getting competitive advantages. Marketing research has been investigating marketing capability, manufacturing technical capability, cross-functional integration, market knowledge competence, and competitive environment as the key success factors of new product advantage. Recently, the role of IT capability in enhancing new product advantage is assumed in the literature. However, the empirical studies on the role of IT capability are lacking. The purpose of this study is to identify the effects of IT capability on new product competitive advantages and the relationship between IT capability and the key success factors for new product advantage. Conducting an empirical field study, the IT capability is shown to have a direct effect on new product competitive advantages, and to be also the key success factor to make up for marketing capability and manufacturing technical capability. This study develops a conceptual model on the role of IT capability in enhancing new product competitive advantages by integrating marketing research and IS research.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.3
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• pp.1275-1286
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• 2021

The purpose of this study is to employ the theory of consumption value and consumers' innovative personality characteristics to explain the adoption of new personal electronics devices in Vietnamese market. This study adapts a quantitative survey-based approach to test hypotheses about relationship between consumption value, product specific innovativeness and new product adoption. The study uses a quantitative data set of 915 consumers who owned one mobile electronic device at least in Ho Chi Minh city, one of the biggest cities of Vietnam. The data was collected through personal interview and convenient sampling method. The conceptual model was tested using PLS structural equation model. The findings of this study suggest that both consumption value and product specific innovativeness influence the adoption of new electronic products. The results also reveal that product specific innovativeness mediates the relationship between consumption value and new product adoption. The study further identified that consumption value was taken as a second-order multidimensions construct with five components, namely functional value, epistemic value, economic value, social value and emotional value. As a result, the research suggests some implications to enhance marketers' capabilities to develop strategies for launching new hi-tech products in an emerging market as Vietnam.

• Asia Marketing Journal
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• v.14 no.3
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• pp.169-184
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• 2012

All firms require new stimulus to spurt growth. Therefore it is necessary to successfully develop new products and to employ appropriate marketing practices for the new products to enter and settle in the market. Binggrae, a Korean company that specializes in dairy and processed dairy products, introduced a ready-to-drink (RTD) coffee product, 'a Café la' to expand its business into the coffee market in 2008. Binggrae was a latecomer in the RTD coffee market but a Café la has shown an impressive average sales growth rate of 115% as of 2011 since the launch. Moreover, it is a steady bestselling coffee brand among the Polyethylene terephthalate (PET)bottle category. Binggrae found potential and opportunity in the growing coffee market and made efforts to develop a new product that can be differentiated from the existing products. The result was PET bottle coffee, which was more portable and convenient to drink than coffee products offered in cups or cans. PET bottle coffee is produced through the patented Aseptic Filing System, thus the original coffee flavor stays fresh when combined with milk and has a longer shelf life than coffee products in cups. Moreover, as the taste of coffee consumers has become more sophisticated, Binggrae developed a premium product by differentiating the product processing method and by using higher-quality Arabica beans. After launching the new product, the company also employed a well-designed communication strategy. First, Binggrae was able to confirm the level of market demand and market potential for the product by employing BTL (Below the Line) marketing strategies through the consumers' word-of-mouth. Afterwards, the company invested its resources for a full-scale ATL (Above the Line) marketing campaign. Later a Café la's TV commercial effectively portrayed the product's characteristics, and succeeded in raising consumer awareness of the product. As a result, a Café la has become the bestselling brand in the PET bottle coffee market. The successful new product marketing strategy of Binggrae'sa Café la offers many valuable implications for companies planning to launch new products in the future.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.3 no.3
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• pp.67-74
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• 1980

The importance of market segmentation for success in marketing new products cannot be overemphasized. The benefits of new product segmentation are many, particularly when the proper conditions for product segmentation are met. The markets for the new product can be segmented according to demographic, geographic, psychological, and product-related variables and the use of market grids. To be ultimately useful in the successful marketing of the new product, the segmentations must be of sufficient size, related to the firm's capabilities, and quantifiable.

• Asia pacific journal of information systems
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• v.17 no.2
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• pp.1-28
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• 2007

The success of new product development is a key factor for getting competitive advantages. Marketing research has been investigating marketing capability, manufacturing technical capability, cross-functional integration, market knowledge competence, market orientation, and competitive environment as the key success factors of new product development. Recently, the role of IT infrastructure in enhancing new product advantage is assumed in the literature. However, the empirical studies on the role of IT infrastructure are lacking. The purpose of this study is to empirically exam the impacts of IT infrastructure on new product competitive advantage. In this study, IT infrastructure is conceptualized as the flexibility of IT infrastructure. Based on previous research, a conceptual model is established by incorporating the direct impact of IT infrastructure flexibility and its indirect impact through the key success factors on new product development. To empirically test the research model, data are surveyed from a pair of IS department and Marketing department of 92 consumer goods manufacturers. By employing PLS technique, the measurement reliability and reliability of research variables are tested and the path analysis is conducted to do the hypothesis testing. The path analysis shows that IT infrastructure flexibility has no direct effect on new product advantage, However, the indirect effect of IT infrastructure is found, which is mediated by marketing capability, manufacturing technical capability, cross-functional integration, and market orientation respectively. Hence, The flexible IT infrastructure increases cross-functional integration (H1), market orientation (H3), marketing capability (H5), and manufacturing technical capability (H6). All success factors of new product development excepts for competitive environment have a positive association with new product competitive advantages (from H10 to H14). Finally, the path from IT infrastructure flexibility to cross-functional integration, to market orientation, to market knowledge capability, and to new product advantage is found as the strongest path. These results indicate that the flexible IT infrastructure enhances information sharing with multiple departments and collaboration within a distributed innovation environment. The collaboration among departments positively affects the level of customer and competitor intelligence. The ability to obtain knowledge about customers and competitors makes firms to adapt to a changing environment quickly and to respond to customers' demands adequately. The flexible IT infrastructure also enhances the capability of organization to more rapidly respond to the changes in product design resulting in faster product development and reduced costs. In addition to, it enhances marketing capability by the two-way communications with customers and the analyses of various kinds of customer data. In brief, the finding of this study suggests that the flexible IT infrastructure allows many firms to pursue sustained new product competitive advantages. This study advances research on IT infrastructure in two important aspects. First, by Integrating marketing research and IS research, this study develops a conceptual model on the role of IT infrastructure in enhancing new product advantage. Second, it empirically finds the indirect impacts of IT infrastructure on new product advantage, which confirms the potential for the IS field to contribute to new product development research. The limitations of this study are also discussed to provide research directions for future research.

• Asia Marketing Journal
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• v.6 no.2
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• pp.69-87
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• 2004

This study introduces the marketing case of KT NESPOT, the new product marketing strategy of hi-tech communication services. Hi-tech products have different characteristics and the marketing strategy from introduction to growth stage is particularly important for the success of such products. This case explored the characteristics of hi-tech products, analyzed the marketing environments, and suggested how such new products can succeed in marketing.

• Journal of Distribution Science
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• v.19 no.8
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• pp.69-80
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• 2021

Purpose: This study's purpose is to explore the relationship between entrepreneurial marketing orientation on new product development performance via marketing and innovation capabilities. Research design, data, and methodology: This research has applied a survey method which involved 159 respondents from food retailers among Michelin Guide Restaurants in Thailand. The literature's existing measurement scales were used to operationalize the constructs proposed in this study. The analyses were conducted using Partial Least Squares-Structural Equation Modeling (PLS-SEM) to test the hypotheses. Results: The results have shown that new product development performance received positive and direct impacts from entrepreneurial marketing orientation, particularly in three dimensions: customer value orientation, opportunity-driven initiatives, and leveraged resources. Likewise, new product development performance received a positive, indirect impact from opportunity-driven initiatives, risk management, customer value orientation, and innovation that is focused on marketing and innovation capabilities. Conclusions: The results are useful for Thai food retailers as to strategy formulation in order to attract tourists from all over the world to tourist destinations in Thailand. Therefore, this empirical study is extremely important for domestic economic development and the international economy. These findings provide theoretical and managerial contributions for developing competitive strategies which will lead to sustainable business practices, as well as for providing future research directions.

• Asia Marketing Journal
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• v.25 no.1
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• pp.15-25
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• 2023

Innovation is no longer the purview of high-tech industries; it is blossoming in the home appliances and cosmetics sectors. However, consumers' anxiety about the risk of new products prevents them from reaping the benefits of innovation. This anxiety is driven by customer's lack of prior information on new products. This study examines how difference age between the chronological age of consumers and their cognitive age affects consumers' willingness to search for information on innovative products, leading to reduced new-product anxiety. According to a survey of participants who actually bought an innovative product, we found that participants searched for more information when they perceived themselves to be younger than their chronological age (a high difference age). Where participants did not proactively search for information (due to a low difference age), they could be encouraged to do this through marketing campaigns. Together, these findings expand our understanding of how consumers' difference age can be leveraged in digital marketing to enable companies to more strategically reach consumers when planning or launching innovative products.

• Asia Marketing Journal
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• v.20 no.1
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• pp.49-68
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• 2018

It is appropriate and useful to interpret some product classification schemes as buyer behavior models; such classifications permit investigations of discrepancies between classification predictions and actual buyer behavior. We review existing product classifications and identify underlying behavioral assumptions of various classification schemes that have been used in the marketing discipline for more than nine decades. Recognizing the irrelevance of existing product classifications for current products, we propose a new reclassification framework by incorporating transparency concepts. Based on this extended product classification, we highlight the potential roles of product classification study as an important link between consumer research and marketing strategy, emphasizing behavioral implications.

• Korean small business review
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• v.41 no.3
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• pp.77-94
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• 2019

The study examined the effect of collaboration with external institution on new product sales, the mediating effects of technological innovation, and the moderating effect of marketing capability. The results showed that external collaboration with external institution has a significant impact on new product sales in the R&D field of SMEs, and technological innovation plays a mediating role in the relationship between collaboration with external institution and new product sales. Also, the effect of marketing capability in the relationship between technological innovation and new product sales was also significant. Finally, the mediating effect of technological innovation between collaboration with external institution and new product sales was moderated by marketing capability.