Appendix 1: Definitions of antecedents
The antecedents as denominated in table 3.1, will be explained in this appendix according to the definitions and guideline the authors of the academic articles have been given. The data will be ordered by author. Several authors use subjective measurements to define antecedents, such as statements, where the sample of the article has to react on. This will be mentioned it this is the case.
1. Guiltinan (1999)
Relative advantage; The comparative price and performance for the innovation relative to the established products in the market. Performance dimensions can include social prestige, savings in time of effort, a decrease in discomfort and the immediacy of the benefit.
Compatibility with beliefs; Whether the innovation is compatible with (1) social cultural values and beliefs of the market; (2) previously introduced ideas/practices; or (3) felt needs for the innovation.
Complexity; Customers may believe they need new skills of training to properly use or understand how a products works.
Trialability; Samples, test drives, test farm plots, and in-plant machine trials are ways of reducing the buyer’s uncertainty with respect to how well the innovation will perform.
Observability; People are more likely to adopt an innovation of the benefits can be deduced from observing tangible features of a product. Non-observable benefits or subjective benefits will require far more substantiation in order to be accepted by potential buyers.
2. Mishra et al. (1996) (Statements)
Competitiveness; Degree of product homogeneity, degree of competition, degree of price competition, number of competitors, existence of a dominant competitor, degree of loyalty to competitor’s products, degree of satisfaction with competitor’s products.
Market attractiveness; Existence of a mass market, degree of need for products in product class, existence of potential demand only, market size, market growth, frequency of new product introductions, degree to which users’ needs change quickly in the market, extent of role of government in the marketplace.
Product-firm Compatibility; Financial resources, R&D skills and people, engineering skills and people, marketing research skills and people, management skills, productions resources and skills, sales force and/or distribution resources and skills, advertising and promotion skills and resources.
General Characteristics; Innovativeness of product to the market, technology level of the product, per unit price, mechanical-technical complexity of a product, whether product was a custom product of not, relative magnitude of investment
Newness to the firm; Newness of customers for the product, Newness of product class, Newness of customer need, newness of product process, newness of technology, newness of distribution sales force, newness of advertising/promotion, newness of competitors.
Product offering; Unique features of attributes, product met customer needs better than competitors, product reduced customers cost’s, product permitted customer to perform unique task, product was of higher quality, product was prices lower.
Launch effort; First into the market, strong sales force distribution effort, focused sales force distribution effort, strong advertising promotion effort, focused advertising promotion effort, production facilities were geared up and smooth, production volume was adequate
Market research; Knew customers needs, wants, and specifications for the product, knew customers price sensitivity, knew customer-products-strategies, understood buyer behaviour, knew market size, understood product’s technology, understood product design well, knew
production costs, knew production process-equipment, viewed product as high risk one, were confident about product’s success.
3. Storey (1994) (Partially statements)
Staff skill; Extensive training of customer contact staff, staff understanding and support for the product, skills and knowledge of customer contact staff, product was marketed internally, extensive training of operations/technical staff, strategy/objectives clearly defined.
Communication; Be effective in raising awareness, be effective in explaining/convincing, result in more effective advertising/promotion, be responsible for creating the brand image, be consistent with marketing strategy.
Effective operations; Operations can cope with customers needs and demand, resources in operation, technology employed effective, fit with operation and technology
Company-product fit; Fit with financial resources, marketing expertise, advertising/promotion expertise, sales force/distribution capabilities, operation, existing range of products, market research expertise; company stronger that main competitors.
Product distinctiveness; Unique benefits, significant relative advantages, product is difficult for competitors to copy, significant improvement over existing products, new product is extensively branded, product introduced early to the market.
Reputation; Company has reputation for reliability and expertise, customer confidence in company and its products, customers have good access to the company.
Market Research; Extensive test marketing carried out, extensive market research undertaken, research into concept/marketing strategy, sufficient resources for market research and NPD, fit with market research expertise.
Distribution strength; Sales force and distribution: extensive access, fit with sales force/distribution capacities.
Quality of service delivery; Friendly, courteous, prompt and efficient; fit with management expertise.
Technology use; Technology employed is highly innovative, technology used to provide superior product, significant new operating systems/software.
Tangible quality; Higher quality than competitors, product is more reliable, accurate and consistent, tangible representations of high quality, physical aspects of high quality.
Launch planning; A pre-launch review of market and costs employed, formal monitoring/evaluation program employed, formal and extensive launch program employed, research into concept/marketing strategy.
Product champion; High status product champion, formal and extensive launch program employed, development strongly marketing oriented.
Innovativeness; Company has reputation for innovativeness, company is proactive in idea generation.
Low risk to consumer; Consequences of product failure are not high, product is a major purchase for the customer.
Quick response; Quickly conceived, developed and launched, company proactive in idea generation, communication/interaction among functions.
Understanding of product; Consumers are familiar with this type of product, product not difficult for customers to understand, product was made available to existing customers.
Responsiveness; Product easily updated to meet changing needs, flexible and can be adapted to individual customers.
Compatibility (corporate strategy); Compatible with corporate strategy, product of high importance to the firm
4. Montoya et al. (1994)
Product Advantage; Product advantage refers to the customer's perception of product superiority with respect to quality, cost-benefit ratio, or function relative to competitors.
Marketing Synergy; This factor represents the fit between the needs of the project and the firm's resources and skills with respect to the sales force, distribution, advertising, promotion, market research, and customer service.
Technological Synergy; This represents a measure of the fit between the needs of the project and the firm's resources and skills with respect to R&D or product development, engineering, and production.
Strategy; This factor indicates the strategic impetus for the development of a project (for example, defensive, reactive, proactive, imitative). Measures of product positioning strategy are included, as are measures of "fit" between the new product and corporate strategy.
Company Resources; This factor represents the compatibility of the resource base of the firm with the requirements of the project. It is more general than marketing or technological synergy. For example, it includes capital, manufacturing facilities, and manpower requirements.
Market Potential; This factor is a measure of market (and demand) size and growth, as well as an indication of customer need level for the product type. This measure also indicates the importance of the product to the customer.
Market Competitiveness; This factor reflects the intensity of competition in the marketplace in general and/or with respect to price, quality, service, or the sales force/distribution system.
Environment; This factor refers to the general operating environment faced by the firm. It includes risk or uncertainty and the regulatory environment.
Internal/External Communication; This factor refers to the coordination and cooperation within the firm and between firms; for example, (1) communication or information exchange between departments and external firms, (2) cross-functional participation on projects, and (3) degree of interaction.
Organizational Factors; This factor refers to the organizational structure of the firm, specifically with respect to the new product project (teams, new venture, matrix). It also includes measures of organizational climate, size, centralization, reward structure, and job design.
5. Di Benedetto (1999)
High quality back office; High quality of selling effort, advertising, service and technical support.
Good management of launch; Marketing plans, overall launch direction, the launch itself.
Good management of support programs; distribution channel activities, sales force training, good pricing level and advertising program execution.
Relative timing; The timing relative to competition and customers.
Testing; Market testing of the product
Feedback studying; Studying feedback from customers regarding the product both during and after launch.
Advertising testing; Planning and testing advertising.
Outsourcing specialized work; Contracting out specialized research work to outside contractors.
6. Calantone et al. (1996) (Statements)
Marketing resources and skills; Marketing research skills were more than adequate, sales force and distribution resources and skills were more than adequate, advertising and promotion resources and skills were more than adequate.
Market intelligence; understanding of customer’s needs, wants and specifications for the product, knowledge of price sensitivity, understanding of purchase decision, knowledge of competitors, superior intelligence of competitors, superior market information of customers Technical resources and skills; R&D skills and people were more than adequate, engineering skills and people were more than adequate.
Product quality; the product was of higher quality than the competitors’ product.
7. Cooper (1991) (Partially statements)
Synergy; The degree of fit between the needs of the project and the resources, skills and experiences of the company.
Product/Market fit; The degree to which the service meets customers needs and wants.
Quality of launch; detailed and well documented launch, extensive training of personnel, fully testing of service, existence of promotional program.
Superior product; A unique, higher quality and more reliable product or service.
Quality of marketing; Careful research of customers, an in-depth market study, well executed market launch.
Market size & growth; The growth and the size of the target market.
Service expertise; Usage of highly trained and skilled people, experts and professionals performed judgemental tasks and were important in creating the service.
Quality of technical activities; Execution of technical activities, such as formal screening and drawing board approach.
Quality of service; A better service experience, more attractive or expert personnel, faster and user-friendly equipment, good physical environment.
Tangible evidence; Tangible elements that customers can use to judge quality, improved personnel, good physical environment.
8. Cooper (1987)
Product advantage; The product offered unique features for the customer; was higher of quality reduced customers’ costs; was innovative; was superior to competing products in the eyes of the customer and solved a problem faced by the customer.
Market potential; Market size, market growth, customer need level for product type, importance of the product to the customer.
Marketing synergy; A good fit between the needs of the project and: the sales force of the firm, the firm’s market research skills and resources, the firm’s customer service resources and skills, the firm’s management skills and resources.
Technological synergy; A good fit between needs of project and: the firm’s R&D or product development skills and resources, the firms engineering skills and resources, the firms’
production resources and skills.
Protocol; There was a clear definition, prior to the product development stage, of the target market; customers’ needs, wants, and preferences, the product concept and product specifications and requirements.
Proficiency of market-related activities; Proficiencies of: preliminary market assessment, detailed market study/marketing research, customers’ test of prototype, trial setting/test market, market launch.
Proficiency of technological activities; Proficiencies of: preliminary technical assessment, product development, in-house testing of product, trial/pilot production, production start-up.
Top management support; Top management commitment to the project, involvement in day- to-day management of the project, guidance/direction for the project.
9. Hultink et al. (1998)
Product; The strategy for the product.
Market; The strategy for the market.
Firm; The strategy of the firm.
Product; As a marketing component.
Place; The distribution of the product.
Promotion; The promotion of the product.
Price; The price of the product.
10. Link (1987)
Synergy with marketing; New product synergy with existing marketing skills.
Synergy with technical and manufacturing; New produce synergy with existing technical and manufacturing skills.
Product quality; High quality of the product.
Benefits for users; Product offered significant user benefits.
Good targeting and pricing; Appropriate targeting and pricing strategies.
Distribution channel support; Support from the distribution channel
Market prediction; Post-launch market conditions were accurately predicted
Product champion; A dedicated and strong product advocate managed the new product.
Good stock cover; A good coverage of market stock
Good development phase; Well-managed development phase.
Little change in attitude of users; The product required little change in attitudes and behaviour of users.
Sales force training; Adequate sales force training and effort.
Promotion; Adequate promotion and advertising effort.
Target market large or growing; Target market was large or rapidly growing.
11. Easingwood (1991) (Statements)
Internal marketing and synergy; Delivery was supported by an extensive branch network, the product extended or completed the product line, resources were used to inform staff prior to the product launch, there was investment in the training of staff.
Communications strategy; The communications strategy was: consistent over time, effective in giving the product a unique image, consistent with the rest of the marketing strategy. The technology employed could assist in identifying changing customers’ needs and was innovative. The communication mix was effective in raising consumer awareness.
Overall quality; There was quality in the delivery of the service, the product benefited from high quality in the after-sales service, the organisation had a reputation for quality, there was a good fit between the product, its delivery system and the existing operational structure, the product was considered a quality product compared to competitive products, the product had a strong brand image, the product had a supporting tangible element.
Technological advantage; The technology employed could assist in providing an individualised service and in the management of the product. The organisation was considered to be different from its competitors, the product allowed a long term customer relationship to be built.
Market research; The effective use of market research into customer needs improved the product, market research was used to test responses to product ideas, the product was differentiated for different market segments, effective test marketing helped the product strategy, the product could be continuously updated to meet changing customer needs.
Distribution support; Delivery was supported by access to an extensive network of intermediaries, the effective use of intermediaries was supported by quality service to
intermediaries, the effective use of intermediaries was supported by the financial return to intermediaries, the technology employed could be used to assist intermediaries.
Direct mail support; The direct mail operation: could select from existing customers, could access a large database, targeted the correct audience, adopted a personalised approach. The product was targeted at a clearly identified market niche, the product could be adapted for each customer.
Responsiveness; The product offered unique benefits to the customer, the product was the first of its type in the market, the product was considered innovative.
12. Cooper et al. (1994)
Marketing synergy; A strong fit between what is required to undertake the project and uour company’s resources strengths and skills in the following areas: marketing, advertising, promotion, and sales force distribution.
Market driven NP process; New product development process guided by customer input from idea to launch and hereby the key role of market research, market knowledge and competitive analysis.
Marketing communication; The tools to create awareness and communicate the product’s benefits and to establish a distinct brand image and a unique positioning in the buyer’s mind.
Customer service; Friendly, courteous, prompt and efficient.
Managerial and financial synergy; The resources, skills and strengths that the company possesses can be leveraged to advantage in the new product project.
Launch preparation; Extensive preparation and training of front-line personnel and staff.
Responsiveness; The adaptation of the product to specific customer need and able to further update to changing customer requirements.
Product advantage; New products that are difficult for the competition to copy, have significant relative advantages over competitive products, are perceived to be higher quality by the customer, are distinctively branded and offer unique benefits to the customer.
Innovative technology; The technology was a basis in providing a superior product, the technology was very innovative in the operating and delivery system, the company acquired and/or developed new systems as well as hardware and equipment for the product’s operations and delivery.
Effective communication; Effective in: creating customer awareness of the new product, convincing customers of the new product’s benefits, more effective than competitors and created a distinct brand and a unique and attractive positioning.
Appendix 2: List of interviewed people
In this appendix will the people be presented in shortly who delivered content to this Thesis directly or helped with feedback or other information. The persons can be mentioned twice because of the fact that they helped on both sides.
Concerning content
Table A2.1: List of interviewed people, concerning content
Name Function Information about
Period Contact Information John
Hartholt
Director Lucem Incendo
Lucem Incendo, Digital OnePager, contacts
March – July 2006
j.hartholt@lucemincendo.com
Fenny
Hartholt Employee Integra Strategic Management Consulting Japan
Lucem Incendo, culture of Japan
July 11/12th 2006
fenny.hartholt@ist- consulting.com
Refik Kocak Director Lucem Incendo Australia
Lucem Incendo, Digital OnePager, Australia
April – June 2006
r.kocak@lucemincendo.com
Aart Tieleman
Director Lucem Incendo Europe
Lucem Incendo, Digital OnePager
June – August 2006
a.tieleman@lucemincendo.com
Jilt Bakkes Application architect at Avebe
Digital OnePager, customer’s perspective
June 22th, 2006
jilt.bakkes@avebe.com
Erik Jan Hultink
Associate Professor of Marketing, University of Delft
New Product Introduction, definition
July 2006
e.j.hultink@io.tudelft.nl
Sjoerd Rommerkes
Information officer, Austrade
Australia’s business culture
May 2006
Telephone number:
+3120 419 8507
Concerning feedback and other information
Table A2.2: List of interviewed people, concerning feedback and other information
Name Function Information about
Period Contact information John Hartholt Director
Lucem Incendo
General feedback
March – August 2006
j.hartholt@lucemincendo.com
Aart
Tieleman Director Lucem Incendo Europe
General
feedback June – August 2006
a.tieleman@lucemincendo.com
Greald Henstra
Assistant professor University of Groningen
Feedback, mainly about methodology
March – August 2006
g.henstra@rug.nl
Marjolein
Achterkamp Assistant professor University of Groningen
Feedback, mainly about methodology
May – June 2006
m.c.achterkamp@rug.nl
Richard Janssen
Senior Business consultant at LogicaCMG
General feedback, methodological
July 10th, 2006
richard.janssen@planet.nl
Vincent Manakane
Graduating at Lucem Incendo
General feedback
May – August 2006
vmanakane@hotmail.com
Jasper
Donkerbroek Master student University of Groningen
General
feedback August 24th, 2006
jasperdonkerbroek@hotmail.com
