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首页> 外文期刊>Journal of product innovation management >Externally Directed and Internally Directed Market Launch Management: The Role of Organizational Factors in Influencing New Product Success
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Externally Directed and Internally Directed Market Launch Management: The Role of Organizational Factors in Influencing New Product Success

机译：外部指导和内部指导的市场发布管理：组织因素在影响新产品成功中的作用

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Introducing new products remains a critical challenge for managers. Consumer acceptance of new products is key to new product success and requires the effective implementation of market launch activities. The present study describes the relationship between different types of market launch activities and market-related, time-related, and financial market launch success. The study's framework extends previous work on launch management by complementing the view that launch activities are predominantly outwardly directed with the notion that launch management can also be inwardly directed. More specifically, launch activities can both target customers as the external audience, for example, via communication and pricing, and address an internal audience, such as management and sales personnel, for example, using departmental coordination or employee incentives. The study also sets out to investigate how situational factors impact the relative effectiveness of both externally directed and internally directed launch activities in engendering successful new product launches. In particular, product newness, technology drivers, and firm size are considered as relevant variables. Structural equation analysis of data on 178 new products across industries provide empirical evidence that market launch success depends on the intensity of both externally directed and internally directed market launch activities. With regard to the overall impact of internally directed activities, the findings confirm that organizational factors and antecedents indeed play a critical role in new product launch and its respective performance with internally directed activities having an even stronger impact on time-related and financial success than outwardly directed instruments. Specifically, these internal activities are often viewed as idiosyncratic resources that are hard for competitors to observe and are therefore more difficult-if not impossible-to replicate compared to externally directed activities in market launch. The paper clearly pinpoints that the successful launch of new products is a complex task that atso necessitates the implementation of internally directed launch activities. Fast market penetration requires coordination among the different internal players as well as support from top management. Furthermore, the financial objectives of the market launch can only be met if employees and executives both receive the necessary incentives and support to effectively execute the new product introduction. The study also demonstrates that moderators impact the strength of the effectiveness of these two different types of market launch activities. This research provides important implications for launch management by advocating that the two foci on external and internal constituencies should not be pursued in isolation but that instead, the opposite is true.
机译：推出新产品仍然是管理者面临的严峻挑战。消费者对新产品的接受是新产品成功的关键，并且需要有效实施市场启动活动。本研究描述了不同类型的市场启动活动与市场相关，时间相关和金融市场启动成功之间的关系。该研究的框架通过补充认为发射活动也可以向内定向的观点，补充了关于发射活动主要向外定向的观点，从而扩展了先前的发射管理工作。更具体地说，启动活动既可以例如通过交流和定价将客户作为外部受众，也可以使用部门协调或员工激励等内部受众，例如管理和销售人员。该研究还着手调查情境因素如何影响外部定向和内部定向发射活动在促成新产品成功发射方面的相对有效性。特别是，产品新颖性，技术驱动力和公司规模被视为相关变量。对跨行业178种新产品的数据进行的结构方程分析提供了经验证据，表明市场启动成功取决于外部定向和内部定向市场启动活动的强度。关于内部定向活动的总体影响，调查结果证实组织因素和前因确实在新产品发布及其各自的绩效中起着至关重要的作用，内部定向活动对时间相关和财务成功的影响要比外部活动更大。定向仪器。具体而言，这些内部活动通常被视为特质，竞争对手很难观察到，因此与市场启动中的外部定向活动相比，复制难度更大（如果不是不可能的话）。该文件明确指出，成功推出新产品是一项复杂的任务，因此有必要实施内部定向的发射活动。快速的市场渗透需要不同内部参与者之间的协调以及高层管理人员的支持。此外，只有在员工和管理人员都获得有效执行新产品介绍的必要激励和支持的情况下，才能实现上市的财务目标。该研究还表明，主持人会影响这两种不同类型的市场启动活动的有效性。这项研究主张不应将孤立的内部和外部选区这两个焦点放在首位，而应相反，这是对发射管理的重要启示。

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