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Davis, Scott M. - In: Journal of Consumer Marketing 14 (1997) 5, pp. 338-361

Argues that to innovate is the only sure‐fire way to ensure long‐term stability, satisfy shareholder growth goals, maximize employee happiness, and stay at the forefront of industry. Identifies the contrarian views and guiding principles which are embraced by successfully innovative...

Persistent link: https://www.econbiz.de/10014849178

Volvo engineers new ways to manage change

In: Human Resource Management International Digest 11 (2003) 1, pp. 23-25

In recent years, there has been a subtle change in the advertising campaigns run by Swedish car manufacturer Volvo. The cars have always been renowned for their solidity, reliability and longevity but Volvo now aims to highlight the fact that these qualities do not come at the expense of style....

Persistent link: https://www.econbiz.de/10014751903

Comparing new product development strategies at Bass and Carlsberg‐Tetley

In: Strategic Direction 18 (2002) 4, pp. 6-8

New product development (NPD) remains a vital aspect of marketing for manufacturers of branded goods. Yet it remains an area of great debate and discussion not least about the best strategies and processes for delivering NPD success. Nwabueze and Law consider the NPD strategies of two large...

Persistent link: https://www.econbiz.de/10015009562

Future belongs to the real innovators

In: Strategic Direction 19 (2003) 11, pp. 17-20

The idea that investors are only interested in short‐term results carries more than a grain of truth. It does, however, begin to look a little bit shaky when the fortunes of DuPont are examined. The US chemical company’s shares are underachievers compared to those of 3M. And it is 3M which...

Persistent link: https://www.econbiz.de/10015009663

Moving innovation beyond the four walls

In: Strategic Direction 19 (2003) 7, pp. 36-39

process of product innovation and development. Many companies now see enormous potential in leveraging the extended value …

Persistent link: https://www.econbiz.de/10015009738

Give “baby” enterprises the best start in life

In: Strategic Direction 20 (2004) 2, pp. 22-24

their potential because they are unable to adapt through innovation. They have a good initial product or service concept but …

Persistent link: https://www.econbiz.de/10015009765

Innovation performance and the role of senior management

In: Strategic Direction 20 (2004) 5, pp. 28-30

Product innovation – the development of new and improved products – is crucial to the prosperity of the modern …

Persistent link: https://www.econbiz.de/10015009797

Using “crowds” to select ideas

In: Strategic Direction 24 (2007) 1, pp. 32-34

Purpose – To review the comments made by Doug Burcicki, speaking at the “Front End of Innovation” conference, organized … by IIR, on the concept auction approach to innovation. Design/methodology/approach – The author examines and provides a … précis of the speech made by Doug Burcicki. Findings – For effective innovation, companies need to be able to sort out new …

Persistent link: https://www.econbiz.de/10015010223

Can companies break from poor product development habits?

In: Strategic Direction 18 (2002) 2, pp. 23-25

Until recently, few companies accepted that product development could be a managed and structured process. As a result, most development processes have evolved as a mix of black art and esoteric ritual, rather than having been consciously designed. However, with the crucial business significance...

Persistent link: https://www.econbiz.de/10015009548

Developing customer relationships at Hallmark and BCE

In: Strategic Direction 18 (2002) 5, pp. 12-14

Next time you receive a birthday‐card that really catches your eye, it might have been thought up by the Hallmark Idea Exchange. This is not a team made up of the best and brightest card designers at Hallmark Cards Inc., but instead comprises about 200 volunteer consumers.

Persistent link: https://www.econbiz.de/10015009573

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