From experience: why bad things happen to good new products

Article Abstract:

Effective sales management and product launching are two of the most significant factors that determine the success of newly introduced products in the market. Managers at the sales level must ensure that the new products possess striking features and are streamlined to the needs of various customers as well. In marketing highly innovative products, the approach should not be product-centered, which focus solely on extolling the features of the product, but it should be customer-centered. Being customer-centered entails that the salesperson needs to stress how the new product could address customers' needs.

Sales Management, Product Development

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Explaining competitive reactions to new products: an empirical signaling study

Article Abstract:

The feedback of competitor companies to the introduction of a new product is analyzed. The study is useful for companies planning to launch a new product into the market to gauge the extent of reactionary steps competitor companies would take. The response of the competing firms depend on the perceived magnitude of the product's performance in the market and the firm's commitment to countering marketing strategies for the new product. Companies should take into account not only consumer response but also competitors' feedback to product introductions.

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From experience: avoiding marketing's best-of-the-best specification trap

Article Abstract:

The disadvantages of the best-of-the-best specification trap when developing a list of performance features for a new product are outlined. Such an approach is unlikely to yield a sustainable advantage to a company since it is driven by competition and is not derived from a unique market insight. A non-imitative specification is prescribed instead, which can produce creative features for a new product.

Planning, Specifications

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