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This paper aims to empirically investigate the role of product positioning in the launch of food and drink products using a large dataset of new product development by food companies in Australia (AU) and New Zealand (NZ). As such, positioning through credence attribute claims can be associated with product launch strategies, including brand-new products, expansion of product ranges, new packaging and relaunch, as a response to market demand.

Text analysis was used to investigate the descriptions of food claims using Structured Query Language, providing a word list of food claims and further filtered and categorised into groups of claims. Multinomial regression models were then employed to analyse the association between product launch strategies and food claims adopted by firms.

The results of this paper provide evidence that positioning via food claims play an important role in product launch strategies in both AU and NZ. Types of food claims matter differently to firms' product launch decisions in the two markets. The “green” and “ethical” attributes are found to be associated with new launches in NZ but not in AU. Claims that are seen as most important for consumers are more likely to be engendered for the more costly launch approach.

This study is amongst the first studies that addresses the role of positioning in product launch strategies of food companies. The results and findings provide insights into the different prevailing credence attributes from the firm side and help policymakers to regulate the delivery of information about credence attributes to consumers.

Innovation launch strategies are usually critical for innovation success. The main objective of this work consists of analysing the influence of the tactical launch decisions on new product performance

Starts with a brief literature review. Then the results obtained in our study are compared with those obtained in other research. The data used in our research describes a new product launch in the Spanish agro‐food sector. The method for collecting the information was through a mailed questionnaire. Because most of response variables were categorical, and in order to verify the proposed hypotheses, cross tabulation was used. We used Pearson's chi‐squared (χ²), likelihood ratio (H²) and the adjusted residuals too.

The results propose a series of recommendations for the executives in charge of marketing new products. Specifically, suggests that it will be more likely to achieve success if, when launching a new product, skimming strategies are used, if intensive distribution is used for selling an innovation and the investment in the communication media is greater than that made by competitors. However, it is more possible to fail if the new product is marketed using an individual brand, penetration prices, push communication strategies and less expenditure on this concept than the competitors.

The literature review suggests that some of these tactical decisions seem to be related with other launch decisions (strategic launch decisions). As a result of this, it will be interesting to perform these similar analyses for those as well as to analyse the possible links that may exist between both and their influence on the results. Future research could explore these relationships in other industrial sector or countries. Perhaps, it would be possible provide a common perspective.

In spite of the importance of the last phase of new product, there are few empirical works about it. This work tries to explain the transcendence of the tactical launch decisions and the influence of it on the success/failure of an innovation

After reading and discussing this case study, students will be able to explain the concept of diffusion of innovation and predict how the passion fruit-infused vinaigrette (PFIV) might spread throughout the Thai market; analyze the market environment for condiments in Thailand and identify specific opportunities that Preedha Vinchit and her team should consider for the successful launch of the PFIV; interpret both qualitative and quantitative data gathered by the new product development (NPD) team and discuss its implications for the product’s market strategy and development; and critique the initial launch plan proposed by Krit Anon, suggest practical strategies and calculate the break-even point necessary to meet the project’s financial goals.

During July 2023, Vinchit, product marketer at the Thani Food Institute (TFI), faced a critical decision regarding the launch of the APFIV. Developed from TFI’s patented passion fruit peel powder, the PFIV offered functional benefits and addressed the sustainable use of passion fruit resources. As COVID-19 restrictions eased, TFI’s board of advisors anticipated a successful market entry for PFIV. Anon, culinologist and chef behind PFIV’s formulation, expressed keen interest in launching it independently with a startup investment of THB 500,000 (US$14,388). Vinchit, with market research and home-use test results indicating positive consumer reception in hand, contemplated whether to proceed with a launch plan of TFI’s design or endorse Anon’s entrepreneurial venture. Critical considerations included market viability, strategic partnerships, target demographics and marketing strategies encompassing pricing, distribution and promotional campaigns. The decision hinged on maximizing PFIV’s market potential amidst Thailand’s robust condiment consumption and growing health awareness.

This case study can be used in undergraduate and graduate courses in entrepreneurship, food product development, marketing strategy, market research and innovation on topics including NPD, opportunity identification, concept testing, consumer research analysis, marketing strategy formulation, business/financial analysis and launch strategies. This case study may be more useful in the middle or later parts of a course or module when an instructor is focusing on any or all stages of the NPD process and the strategic decisions, particularly for aspiring entrepreneurs with limited resources. Additionally, students should have developed at least some preliminary understanding of qualitative and quantitative research methods. This case study has been very effective in demonstrating various organizational processes and decision-making tools, which allow students to apply strategy frameworks and systematically evaluate several alternatives.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The purpose of this paper is to extend the utilitarian value of the dedication-based relationship maintenance mechanism of social exchange theory and customer perceived relationship investment to investigate the relationship performance of a retailer launching a self-service technology (SST). Computer anxiety and time consciousness are hypothesized to moderate the effects among these relationships.

The results of the structural equation model, with in-store kiosk use experience data collected for 211 respondents, supported the research model. Multiple regression analysis was used for testing the moderating effects.

The utilitarian value of dedication-based relationship maintenance is related to perceived relationship investment. Higher levels of customer-perceived relationship investment impact relationship performance. Computer anxiety and time consciousness act separately as both partial and full moderators.

First, this study did not consider different kinds of products/services to have different effects with regard to customer cognition. Second, most of the respondents were students, and this is a limitation in business research, because of such factors as lower incomes and higher information technology ability as compared to individuals with other occupations. Third, it is difficult to distinguish whether the level of perceived convenience is due to the convenience stores per se or the in-store kiosks that they have. Future research may thus consider analyzing in more detail how perceived convenience is evoked. Finally, future research can consider constraint-based relationship maintenance mechanisms with regard to operating in-store kiosk businesses.

Retailers who are willing to continually launch SSTs should tie such efforts to their relationship marketing strategies. Moreover, retailers who are willing to launch e-businesses should establish strategies designed to enhance customer experience with regard to the use of technology. Finally, launching SSTs should involve the continual development of an effective purchasing process and functional relationship marketing strategies.

This paper can help managers organize relationship maintenance mechanisms, especially with regard to the development of user utilitarian value, in order to obtain improved relationship performance.

This paper aims to study how multinational enterprises (MNEs) can best integrate legitimacy concerns into their new product-launching strategy to successfully introduce high-value hi-tech innovations in emerging countries.

Theoretical constructs on the role and process of legitimacy construction for the introduction of a new product are built upon the existing literature. Then they are validated and refined through the formulation and analysis of case studies of the launch of genetically modified cotton seeds by Monsanto in India and a HIV/AIDS drug cocktail by Merck in Brazil.

Legitimacy construction can serve MNEs to face challenges successfully while launching high-value hi-tech products in emerging countries. Challenges to MNEs are likely to be founded on a combination of four types of uncertainties: technological, commercial, organizational and societal. Expected challengers are public agencies and actors representing civil society. An MNE can prepare itself through legitimacy construction along three dimensions: redesign of technology, revision of marketing strategy and non-market investments. To implement the aforesaid, MNEs can engage in outreach in the form of strategic patience, market transaction, business collaboration, compromise and/or confrontation with diverse carefully chosen stakeholders.

The authors limited ourselves to tracing only the formal interactions of MNEs, while it is well-known that many informal and backdoor activities can also accompany their growth in emerging economies.

Legitimacy construction can help MNEs face challenges successfully while launching high-value hi-tech products in emerging countries. This calls for an evaluation of the systemic uncertainties followed by the formulation of a strategy for legitimacy construction and implementation through outreach to diverse systemic actors. Strategic patience can yield positive returns. Market transactions can serve as economic anchors. Collaboration can be pursued with parties who can share the costs of legitimization construction and/or reduce technological and marketing uncertainties. Confrontation should be the last choice. Compromise is the most probable but not the only outreach strategy possible after a confrontation.

Legitimacy implies product acceptance not only from the targeted consumer but also other societal stakeholders concerned with the safety and equity of the consumption in the emerging country, especially when regulations are not well-defined and/or implemented. The two kinds of societal stakeholders which are likely to monitor MNEs are public agencies and civil society groups. Public agencies will be concerned about the quantity, quality, technology or price of the innovation to be introduced. Civil society and NGOs may help the MNE act as citizen watchdogs for the environment and vulnerable communities.

Theoretical constructs have been developed in this paper on the sources of challenges in new product introduction, the types of challengers and the components of the firm’s legitimacy construction strategy and its implementation through an outreach strategy.

This paper aims to study the drug launch strategies and their effects on new drug performance in an intensely competitive emerging pharmaceutical market such as the one in China.

Data on market share, sales, related firm size and annual profit were obtained for the period, 2004-2008. Profile deviation and cluster analysis approaches were applied in this study.

There is a significant effect of an optimal launch strategy on new drug performance given the respective resource availability and the market environment situations.

The study suggests that multi-national corporations may prove resilient in the emerging economies through both innovative and cost-driven offerings in different therapeutic categories.

This research is unique in studying the drug launch strategies across both foreign firms and local firms in a competitive emerging pharmaceutical market.

Companies spend millions on training their sales representatives. Thousands of textbooks have been published; thousands of training videos have been recorded. Hundreds of good pieces of advice and tips for sales representatives have been presented along with hundreds of sales methods and techniques. Probably the largest number of indicators and measures are applied in sales and distribution. On the one hand, this is a result of the fact that sales provide revenue and profit to a company; on the other hand, the concept of management by objectives turns out to be most effective in regional sales teams with reference to sales representatives and methods of performance evaluation. As a result, a whole array of indices has been created which enable the evaluation of sales representatives’ work and make it possible to manage goods distribution in a better way.

The indices presented in this chapter are rooted in the consumer market and are applied most often to this type of market (particularly in relation to fast-moving consumer goods at the level of retail trade). Nevertheless, many of them can be used on other markets (services, means of production) and at other trade levels (wholesale).

Although the values of many indices presented herein are usually calculated by market research agencies and delivered to companies in the form of synthetic results, we have placed the emphasis on the ability to determine them independently, both in descriptive and exemplifying terms. We consider it important to understand the genesis of indices and build the ability to interpret them on that basis. What is significant is that the indices can be interpreted differently; the same index may provide a different assessment of a product’s, brand or company’s position in the market depending on the parameters taken into account. Therefore, we strive to show a certain way of thinking rather than give ready-made recipes and cite ‘proven’ principles. Sales and distribution are dynamic phenomena, and limiting them within the framework of ‘one proper’ interpretation would be an intellectual abuse.

Discusses the various stages in the launch of a new weaning food in Morocco. Highlights inherent problems in marketing a product in Morocco, including government inefficiencies and weaknesses in the retailing infrastructure. Examines the need for a new weaning food in the country due to high levels of malnutrition. Describes the launch of the mew product by the World Health organization and the US Agency for International Development. Discusses the products failure and analyses reasons for this failure including: The Moroccan market environment; The pricing strategy; The distribution strategy; Conflicting aims of the government and the individual entrepreneur. Examines lessons to be learnt from the failure, and techniques to be used in the future including: The conduct of a detailed marketing strategy by an advertising agency. The creation of a focused distribution strategy. Enhance support from the Moroccan government. Concludes that the success of a product in a country like Morocco will depend upon the quality of future marketing planning, and the programme implementation and follow‐up, in addition to the personal commitment of those carrying out the new venture.

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.

The purpose of this paper is to provide empirical evidence on the use of IMC in new high technology product launches among companies that operate in different fields of business, yet providing similar innovation to the same market.

A qualitative case research methodology is applied. Multiple sources of evidence are gathered. These include interviews with key informants and documentary data, and IMC mini audits. Concerning the theoretical approach, the related literature in IMC, new product launch and high technology marketing is reviewed.

IMC is vital to high technology marketers launching new products and services. The analyses reveal that IMC practices vary across firm size, industry type, product/service orientation, and customer orientation.

Companies of different types can be on an equal footing in their integration efforts. Whether service‐ or product‐oriented companies, business‐to‐consumer or business‐to‐business marketers, companies from all backgrounds can achieve higher levels of IMC. What matters most is customer‐centricity, i.e. having a close interaction with customers and being responsive to their feedback.

The study contributes to the integrated marketing communications research field in several important respects. First, it focuses on IMC usage among firms in different industries. Second, it takes a genuinely refreshing view on studying IMC strategies by focusing on usage of IMC as part of new high technology product launch strategy.