Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Market intelligence and NPD success: a study of technology intensive companies in Finland

Market intelligence and NPD success: a study of technology intensive companies in Finland Purpose – The purpose of this paper is to investigate how managers in technology‐intensive companies conceptualize and perceive “intelligence” variables in successful and unsuccessful new product development (NPD) projects, and explore the role that intelligence variables play in differentiating between successful and unsuccessful NPD outcomes. Limitations and future research directions are also discussed. Design/methodology/approach – The most senior person responsible for NPD within a sample of Finnish technology‐intensive companies completed a self‐administered internet survey on the role of intelligence in successful and unsuccessful NPD projects. The JMP 1‐2‐3‐software package (version 8 for Mac) by SAS was used for statistical analysis. Findings – The findings indicate that managers in technology‐intensive companies rely on two broad types of intelligence, technical production and market information, during the NPD process. Most intelligence variables are positively related to NPD success. In addition, it appears that managers attach lower importance to intelligence variables in successful NPD outcomes when comparisons are made with previous research. Practical implications – Managers in Finnish technology‐intensive companies should carefully analyze both technical‐production information and market information in the NPD process although technical‐production information is the more important factor in the analysis of information requirements in successful NPD outcomes relative to market information. Originality/value – Although market intelligence variables have been studied in the context of differentiating successful and unsuccessful industrial NPD, they have largely focused on the NPD process in broad‐based industrial and manufacturing companies. The paper examines the role of market intelligence in the NPD process of technology‐intensive companies using Finland as the study setting. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Marketing Intelligence & Planning Emerald Publishing

Market intelligence and NPD success: a study of technology intensive companies in Finland

Matti Haverila; Nick Ashill
Marketing Intelligence & Planning , Volume 29 (5): 21 – Aug 2, 2011
Download PDF
21 pages

Loading next page...
 
/lp/emerald-publishing/market-intelligence-and-npd-success-a-study-of-technology-intensive-0oE9vyn2BW

References (91)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0263-4503
DOI
10.1108/02634501111153728
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to investigate how managers in technology‐intensive companies conceptualize and perceive “intelligence” variables in successful and unsuccessful new product development (NPD) projects, and explore the role that intelligence variables play in differentiating between successful and unsuccessful NPD outcomes. Limitations and future research directions are also discussed. Design/methodology/approach – The most senior person responsible for NPD within a sample of Finnish technology‐intensive companies completed a self‐administered internet survey on the role of intelligence in successful and unsuccessful NPD projects. The JMP 1‐2‐3‐software package (version 8 for Mac) by SAS was used for statistical analysis. Findings – The findings indicate that managers in technology‐intensive companies rely on two broad types of intelligence, technical production and market information, during the NPD process. Most intelligence variables are positively related to NPD success. In addition, it appears that managers attach lower importance to intelligence variables in successful NPD outcomes when comparisons are made with previous research. Practical implications – Managers in Finnish technology‐intensive companies should carefully analyze both technical‐production information and market information in the NPD process although technical‐production information is the more important factor in the analysis of information requirements in successful NPD outcomes relative to market information. Originality/value – Although market intelligence variables have been studied in the context of differentiating successful and unsuccessful industrial NPD, they have largely focused on the NPD process in broad‐based industrial and manufacturing companies. The paper examines the role of market intelligence in the NPD process of technology‐intensive companies using Finland as the study setting.

Journal

Marketing Intelligence & Planning – Emerald Publishing

Published: Aug 2, 2011

Keywords: Finland; New product development; Technology; Intelligence variables; Managerial conceptualization

There are no references for this article.