Extending technology for market disruption: a case study

Abstract

Purpose

In an environment that is hyper-dynamic and faced with economic turmoil, it is crucial that organizations identify innovative competitive strategy. Using principles from Clayton Christensen ' s The Innovator ' s Dilemma, KVH Industries embarked upon a strategic market planning mission. This paper aims to describe how this company successfully turned a competitive disadvantage to an advantage by examining the market mindset and utilizing disruptive innovation to introduce a new product.

Design/methodology/approach

This paper utilizes a case study to demonstrate successful application of disruptive innovation.

Findings

A new evolutionary product was indicated in the research.

Research limitations/implications

There may be some lack of generalizability due to this being a case study for a specific brand in a specific industry.

Practical implications

It is unclear whether a revolutionary, rather than an evolutionary, product introduction would be more successful. Practitioners should recognize the competitive opportunities afforded through “disruptive innovation” strategies.

Originality/value

This paper is of value to practitioners to see the success of one company ' s dismissal of a revolutionary product introduction in favor of a product launch that represents a “just good enough” alternative to competitors ' products. It also demonstrates that there are risks associated with using a brand extension approach rather than individual branding.

Citation

M. Notarantonio, E. and J. Quigley Jr, C. (2013), "Extending technology for market disruption: a case study", Journal of Product & Brand Management, Vol. 22 No. 4, pp. 309-313. https://doi.org/10.1108/JPBM-10-2012-0200