Author: Pitta, Dennis

Source: Journal of Product and Brand Management, Volume 16, Number 4, 2007 , pp. 288-292(5)

Publisher: Emerald Group Publishing Limited

Abstract:

<B>Purpose</B> - The purpose of this paper is to describe a practice that has implications for increasing product innovation in a variety of industries. <B>Design/methodology/approach</B> - The case describes a market orientation and product innovation program to increase a company's competitiveness. At the organization's request, its name has been changed. The author is indebted to an executive with contacts in the company for insight into the company's operations. <B>Findings</B> - The case provides information and a solid action approach to increasing company competitiveness by strengthening a firm's market orientation and new product innovation. The subject company remedied a lack of product development and management skills by training and hiring new specialists to operate a new department. In addition, it put a reward and communication program in place that increased its intelligence generation, dissemination and corporate responsiveness. <B>Research limitations/implications</B> - As in all case studies, the specific conditions found in one organization may not be found more generally in others. Readers are cautioned that the conclusions drawn in the case may have limited applicability. <B>Practical implications</B> - The case depicts a professional implementation of a market orientation improvement program as well as development of product management and innovation functions. Other organizations may find the techniques of value in their own efforts. <B>Originality/value</B> - The case is a unique implementation of a new product innovation and market orientation that has a comprehensive foundation. It offers lessons that may be applied to other companies faced with similarly competitive, consumer and technological environments.

Keywords: Competitive strategy; Innovation; Market orientation

Document Type: Research article

DOI: http://dx.doi.org/10.1108/10610420710763985

Publication date: 2007-07-24

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