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Article
Publication date: 14 August 2017

Maria Sääksjärvi, Tripat Gill and Erik Jan Hultink

The purpose of this paper is to focus on the potentially positive role of rumors in generating curiosity about new products, and further shows how this prior knowledge…

Abstract

Purpose

The purpose of this paper is to focus on the potentially positive role of rumors in generating curiosity about new products, and further shows how this prior knowledge through rumors affects consumer responses to subsequent official preannouncements about these products.

Design/methodology/approach

Building on the seminal work by Rogers (2003) on the innovation-adoption process, the authors examine how two factors – product newness (incremental vs radical) and rumor ambiguity (ambiguous vs unambiguous) shape consumer interest (curiosity) toward new products.

Findings

Study 1 experimentally tests the assumption that incremental and radical new products may benefit from different types of rumors, and shows that radical new products benefit more from ambiguous rumors as compared to incremental new products in terms of increased curiosity toward the product. Study 2 links rumors to preannouncements, and shows that rumors set expectations that become confirmed or disconfirmed by preannouncements. The results show that the curiosity evoked by the rumor has a significant impact on purchase intentions toward the new product, especially when they are confirmed by the preannouncements about the same product.

Originality/value

There is scant research investigating how rumors may shape consumer expectations about new products despite the prevalence of rumors in the marketplace, and this research provides a first outlook on the positive role that rumors play in the marketplace.

Details

European Journal of Innovation Management, vol. 20 no. 3
Type: Research Article
ISSN: 1460-1060

Keywords

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Article
Publication date: 1 March 2000

Erik Jan Hultink, Kwaku Atuahene‐Gima and Iris Lebbink

Although several studies have suggested that the salesforce is a major contributing factor to new product success, few studies have focused on the role of sales managers…

Abstract

Although several studies have suggested that the salesforce is a major contributing factor to new product success, few studies have focused on the role of sales managers and salespeople in new product launch, particularly with respect to its relation with performance in new product selling. This article decribes the results of an empirical investigation into the determinants of new product selling performance. The results show that product newness to the firm, market volatility, resource inadequacy and behavior reward are related inversely to new product selling performance, whereas feedback provided by the sales manager, new product complexity, salesforce new product selling experience and output reward are related positively to sales performance.

Details

European Journal of Innovation Management, vol. 3 no. 1
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 1 December 1998

Erik Jan Hultink and Susan Hart

Focuses on product advantage, a major contributing factor to new product performance, by examining the launch strategies associated with high and low levels of product…

Abstract

Focuses on product advantage, a major contributing factor to new product performance, by examining the launch strategies associated with high and low levels of product advantage. Views a launch strategy as integrating protocol decisions, which have steered the course of a product’s development with the tactical marketing mix decisions. Data confirm all associations between key elements of new product protocol and product advantage. Growth‐related objectives guide the development of new products with high advantage, while the speedy development and early timing of the projects, the focus on growth markets, and the use of a niche targeting strategy are the hallmarks of products with high advantage. Contends that companies offering the world a better mousetrap do not believe the myth that a path to its door will be beaten; the better mousetrap requires and receives a different launch treatment from more pedestrian competitors.

Details

European Journal of Innovation Management, vol. 1 no. 3
Type: Research Article
ISSN: 1460-1060

Keywords

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