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.
Keywords
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
Publisher
:Emerald Group Publishing Limited
Copyright © 2013, Emerald Group Publishing Limited