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This paper reports some results of an investigation of the product innovation strategies of Australian high technology firms. While theoretical and empirical research undertaken outside of Australia reveals the importance of firms' adopting appropriate new product strategies to enhance their profits and prospects for growth (Booz, Allen & Hamilton 1982, Maidique & Zirger 1984, Cooper 1985), very little is known about the strategic behaviour and performance of Australian manufacturing firms whether high, medium or low technology.

The purpose of this study is to investigate an understudied topic—new product strategy in international markets. Specifically, this study aims to address the crucial role played by organizational characteristics and market characteristics in determining a firm's decision of adopting either a waterfall or a sprinkler product strategy for international markets.

The empirical analysis was conducted using survey data collected from a sample of 171 Korean small and medium enterprises (SMEs). This study uses logistic regression analysis to test the relationships among organizational characteristics, market characteristics and a firm's international product strategy.

The empirical results suggest that firm characteristics, such as higher degree of internationalization, lead the firms to choose the sprinkler strategy. Moreover, this research finds that a firm's choice between the waterfall and the sprinkler strategy varies depending on market characteristics such as competitive intensity and market turbulence. The findings indicate that the sprinkler strategy is more optimal for use when firms operate under a high level of competitive intensity, whereas a waterfall strategy is more suitable for firms that encounter a high level of market turbulence in targeted foreign markets.

This research contributes to the international marketing literature by exploring the impact of organizational characteristics and market characteristics on a firm's new product strategy in international markets.

This study aims to investigate the interaction between branding strategies, levels of perceived fit and consumer innovativeness on the evaluation of new products from the perspective of situational strength.

Two experiments were conducted to empirically test the hypotheses.

A significant three-way interaction of branding strategy, perceived fit and consumer innovativeness on the evaluation of the new products was found. A significant two-way interaction of branding strategy and perceived fit was also found. Situational clarity fully mediates the relationship between branding strategy and consumer product evaluations at various fit levels.

The theory of situational strength may shed light on the selection of target market when managers launch new products. Innovative consumers are the target market for the new products under new branding or low fit sub-branding; under brand extension or high fit sub-branding, consumers are the target for the new products regardless of their degree of innovativeness.

This is the first work to apply situational strength theory to a new product evaluation context. The theory provides a unified framework for explaining the cognitive processes involved when consumers use and combine marketing cues (i.e. branding strategies and fit levels) to evaluate new products; it also facilitates evaluating how the effects of consumer innovativeness are accentuated or attenuated based on various combinations of marketing cues. Most research on the evaluation of new products has examined the influence of consumer innovativeness, perceived fit or branding strategies as distinct entities. This study simultaneously examined the three.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

This research probed the impact of an international versus domestic new product strategy on new product success. The study used 123 successes and 80 new product failures in 125 industrial firms in Canada. Two international dimensions were hypothesised to be related to new product performance: (1) the degree to which the product was developed for international versus domestic use; and (2) target market selection — domestic versus nearest neighbour versus world market. Successful products were found to be more international in terms of product design and marketing activities and products developed for international markets were more successful on a number of performance measures. Firms that elected an export strategy for their new products (in particular, a strategy aimed at world markets and not only at nearest neighbours) and developed products for international markets did better in foreign as well as domestic markets.

Product innovation is central to the success of most companies. The rewards of a successful innovation programme are highly visible in terms of sales, profits and growth. But not so apparent are the strategies that underlie these product innovation efforts. This monograph is about the ingredients of a winning new product strategy — about strategic decisions on markets, technologies, products — that result in a successful innovation programme.

Research on market information use in product innovation suggests that firms utilize two key strategic decision-making processes: incremental and comprehensive. Drawing from organizational information processing theory, literature implies that these processes operate differently. However, this assumption remains untested. Moreover, the degree to which a comprehensive process affects the innovation strategy outcomes depends on market information time sensitivity (MITS) and analyzability. To-date, no study has tested these assertions, either. Finally, it is suggested that meaningful market strategy is a key driver of new product success and it is important to understand how decision-making processes influence it under differing time sensitivity and analyzability.

Based on survey data from 250 Chinese firms, authors use structural equation modeling to test the hypotheses.

The results generally support authors’ contentions. More specifically, marketing strategy outcomes are influenced by marketing strategy incrementality (MSI) and marketing strategy comprehensiveness (MSC) differently. Further, time sensitivity moderates the effect of both MSI and MSC on outcomes, except for the effect of MSI on decision quality. Finally, analyzability moderates the relationships between decision making processes and certain strategy outcomes such as between MSI and meaningfulness.

Drawing from information processing theory, authors argue that incremental and comprehensive marketing strategy decision making for new product operate differentially under the same conditions. Further, the effects of these decision processes on outcomes depend on time sensitivity and analyzability of market information. Finally, auhtors argue that meaningful market strategy is a driver of success. The authors find support for most of our hypotheses and provide directions for future research.

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products that integrate various digital devices as well as diverse contents and applications, such as the iPod, iPhone, and iPad, based on a corporate vision of a digital hub concept. At the same time, the redefining of corporate boundaries that expanded Apple’s business in a horizontal direction from the Macintosh PC business to the delivery of music, smartphones, and tablets is also an indication of the evolution of a corporate vision involving Apple’s strategic transformation. This chapter presents the strategic and creative processes that enabled practitioners, including the late Steve Jobs, to demonstrate “strategic innovation capability” by “holistic leadership” at every level of management at Apple and successfully achieve a business ecosystem strategy through “creative collaboration” across diverse boundaries within and outside the company.

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.

The purpose of this paper is to make explicit how marketers employed in the pharmaceutical sector can ensure that the company is positioned in the industry as a result of a sustainable competitive advantage being achieved. Various factors are highlighted, including high research and development costs, stringent government regulations and cultural factors such as religion.

The new product launch strategy model outlined in this paper was developed from both secondary and primary sources. A literature review was undertaken, a number of in‐depth personal interviews and a focus group session were conducted, which involved managers within a pharmaceutical company. The research strategy encompassed the case study method and the NPLS model was validated and can be viewed as generalisable.

It is clear from the research undertaken that some marketing models are viewed as being too complex; however, it is generally appreciated that marketing models can be used to interpret complex relationships that are evident in a marketing system.

Two weaknesses associated with the model were identified. First, the assumption that there was a one‐way relationship between the strategic launch decisions and the tactical launch decisions and, second, a feedback mechanism was absent that would provide users of the model with a means for evaluating their decisions and identifying alternative strategies and tactics. The model was amended and a feedback mechanism was introduced.

The NPLS model can be used by marketing practitioners to enhance communication between corporate level staff and subsidiary level staff, and can be used to implement and/or facilitate the strategic marketing concept within a pharmaceutical company. The model can also be used to focus attention on risk reduction/elimination associated with market entry.

The NPLS model is an addition to marketing knowledge and can assist marketing academics and researchers to understand better how marketing models can be constructed and implemented. The model can also be used by marketing practitioners employed by pharmaceutical companies to make tactical and strategic decisions; to evaluate a new product launch strategy; and to devise international marketing entry plans and strategies.