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The purpose of this paper is to analyse the process followed by sponsors and sport properties in developing their sponsorship deals as seen from a new service development (NSD) perspective. Sponsorships are expensive and can be a source of sustainable competitive advantage if managed appropriately. Therefore, the authors need to approach sponsorship strategically and formalise sponsorship decision-making. Sponsorships are considered to be complex, relationship-based, business-to-business services, and the development of such services has been analysed in the NSD literature. As past research on the development process of sponsorship deals is limited, the use of an NSD perspective can help in formalising sponsorship decision-making.

Four case studies were conducted involving two professional, premier league football clubs and two sponsoring organisations, one major sponsor for each club. One of the dyads involved a brand new sponsorship deal and the other a renewal.

Results showed that in both dyads, the development process of the new service follows the NSD process of other complex, relationship-based, business-to-business services and involves three main phases, namely, information collection, proposal preparation and presentation or receipt and analysis, and negotiations and contract sign. All four firms use a semi-formal and flexible process, whereas the actors in each stage vary. Also, the new deal requires a more lengthy process than the renewal, following the example of really new and me-too services. Multi-functional teams are not present, and top management involvement is important only in the last stage of the process.

This paper helps in analysing the development process of new sponsorship deals, as new business-to-business services. However, it involves only four cases and has limited generalisability. Future research should substantiate results with more cases or quantitative research.

Results can help sponsors and sponsees to structure their processes for successful development of new sponsorship deals. Also, as new sponsorship deals seem to be developed the same way with other business-to-business, complex services, potential sponsors that are big service providers can probably enjoy synergies from using the same or a slightly different process than the one they use for developing their main services. Finally, the use of a semi-formal and flexible process in sponsorship development can be helpful in dealing with customised services and rapid NSD that is critical for new service success.

It is the first time that the development process of sponsorship deals is approached from an NSD perspective and analysed as a new business-to-business service.

The purpose of this paper is to explore the role of marketing, sales, EDP/systems and operations in the ultimate success of new‐to‐the‐market vs “me‐too” retail financial services.

To collect the data, the “dropping off” method was followed using a self‐administered questionnaire. Respondents were new service development project leaders. The unit of analysis was the service innovation project. After two follow‐up contacts, 114 usable questionnaires were returned from 64 companies, yielding a company response rate of 76 per cent and a project response rate of 68 per cent.

There are significant differences in the involvement of marketing in the stages of business analysis and marketing strategy, technical development, testing and launching, and the involvement of EDP/systems during technical development between “me‐too” and new‐to‐the‐market retail financial services. Further, in the case of new‐to‐the‐market projects, the involvement of marketing and sales positively influences performance. By contrast, the performance of “me‐too” retail financial services is positively affected by the involvement of the technical‐related functions, namely EDP/systems and operations.

The study offers only indirect evidence of a strong link between market orientation adoption and performance of innovative retail financial services. Future research attempts should incorporate a measurement of market orientation and examine directly its relation with the performance of major innovations. Also, the development process is only one of the many factors, which may explain variations in the performance of different new services. Future research is again needed in order incorporate in the analysis measures of such factors and refine the links that this study has revealed.

On the basis of the study's findings, middle and top management may reconsider their new service development process and possibly reassess their practices regarding the different roles that various functions hold during the development process.

The purpose of this research is to answer the question: how can a new service development (NSD) program in the financial services industry be managed? More specifically, this research has two objectives: to explore the stages in the NSD process; and to explore how customer input may be obtained in the various stages of the development process. After a review of the new product development literature, the case study methodology involving in‐depth interviews with managers and their customers is described. Analysis of the data showed that there were ten stages in the NSD process, and whether those stages were managed linearly or sequentially was a function of the size of the firm. In addition, how NSD managers obtained customer input in each stage, was uncovered. Implications for NSD managers include which stages to concentrate on, and how to capture customer input.

The purpose of this paper is to improve the understanding of how individually designed services are actually developed in small companies.

This study focuses on a small number of enterprises over a relatively long period. The study has been using a qualitative method based on repeated interviews.

The findings in this study show that there is no such thing as formal and/or structured development processes within the companies that were studied. The development process is more focused on how to, in an informal way, get hold of knowledge and other resources that are needed in order to create the new service. The development process can therefore be described as an intellectual and interactive process that involves cooperation within and between a changing set of actors and intervening parties, who all strive to create the knowledge that is needed in order to form new service offerings.

The main contribution of this study is to bring new perspectives into the service development area, and thereby highlight other aspects that the traditional service development literature has been focusing on, i.e. intra-organisation service development.

The purpose of this paper is to investigate the role of Customer Participation (CP) in the effectiveness of New Service Development (NSD) by examining the moderating roles of Customer Empowerment (CE) and Customer Satisfaction (CS). The research reduces the risk of failure of the NSD process and/or improves the NSD processes used by companies through the consideration of the results in the practical dimension.

This study investigates the effects of CP at different stages of NSD using a quantitative approach. Data were collected through an online survey questionnaire. Smart PLS was used to analyse the data collected from 509 newsreaders and users of the news agency’s application.

The model confirmed that CE has an impact on the effectiveness of NSD in the idea generation and commercialization stages, but not in the development stage. Empowerment and customer satisfaction did not influence the three stages of NSD indirectly but directly. The results show that CP, CS and CE do not always have a direct or indirect effect on the development of new services. Therefore, in order to design new service development projects, media news companies need to determine the level of user cooperation.

The lack of objective data, especially on company performance, forces researchers to use questionnaires to analyse NSD effectiveness. Another limitation is that newspaper users answered the questionnaires, which creates “common method variance.”

Researchers on NSD effectiveness must use questionnaires due to a lack of objective data, especially on company performance. Another limitation is “common method variance” from newspaper users answering questionnaires.

This paper is a response to a perceived need for an examination of how new service development can be successful and effective.

Provides a review and ready reference to recent writings on new service development (NSD), especially for the financial services sector. Discusses the types of new service development, the purposes served by them and the processes. Refers to the key activities of NSD and measures its success. An annotated bibliography supplies a very useful guide to the new service development literature.

The purpose of this research is to provide an empirical examination of the role of the salesperson in the new product/service development process.

A survey was mailed to 2,650 sales managers representing US firms across the nation, and the resulting sample size consisted of 246 respondents with a response rate of 9.3 percent. The survey sample included firms with a business‐to‐business emphasis, and those with a minimum of 50 employees.

The majority of the respondents reported that salespeople are indirectly or directly involved in the new product/service development process. In spite of this contribution, many firms do not directly reward salespeople for their involvement. Offering appropriate incentives could greatly increase their efforts to collect information for new product/service idea generation.

Suggested future research includes the perspectives of salespeople, new product development directors, etc. In addition, the study was strictly domestic and could benefit from an international focus, as well as a comparison of products versus services sectors.

The findings from this study can be used by managers as a benchmark for assessing sales force participation in the new product/service development, and to identify ways to encourage increased participation by the sales force with incentives.

Little formalized research has been conducted on the specific role that salespeople play in the new product/service development process. The findings from this study may provide strategic guidance to organizations with respect to the role of salespeople in the critical new product/service development process.

When compared with the field of new product development, research on new services has seen fewer developments and offers less comprehensive insights. This paper tries to fill this gap by providing empirical findings from two qualitative longitudinal case studies of new service development. Knowledge on the management issues for developing new bank offerings efficiently is limited. Furthermore, recent research suggests that organisational learning can contribute greatly to the success of innovation projects. The aims of this paper are to provide a detailed description of the development process of a new financial product and to identify learning actions that may contribute to its effectiveness.

The paper reports findings from a qualitative, longitudinal case study of a well‐known French bank, and of a retailer. The research focuses on the description of the process, the organisational issues involved and the decision making during the development process.

The findings lead to the proposition of a model of new service development comprising a strong organisational learning component. Research and managerial implications are discussed for ways to better understand the new service development process and to enhance its effectiveness. The results reveal an informal development process consisting of a sequence of issues to solve and decisions to make. Multiple learning actions and strategies are identified that enhance the process's effectiveness and efficiency.

Generalisation of the proposed NSD model will require further qualitative and quantitative investigations. For the qualitative part, observations of the development of standardised offers are necessary to enrich the initial framework. Furthermore, non‐standardised offers would constitute a specific research field, given the dimensions of complexity and divergence of the delivery processes. For the quantitative part, the impact of learning process on results of the development may be assessed on the basis of measurements used in similar contexts, such as the impact of learning on the success of joint ventures.

Findings suggest that learning during innovation should be supported for banks and retailers. Several opportunities for further research are therefore suggested.

How companies orchestrate the activities surrounding the development and launch of a new product or service has been shown to have a critical impact on new service performance. Most service companies, including those in the industrial financial sector, have little in the way of a highly developed new service programme. Reports the results of a major empirical investigation of 106 new industrial financial services where the factors which define the new service development process were the primary focus of study. The findings indicate that six basic factors, comprising the technical activities required for design and launch and the type of corporate environments that nurture success, define the service development function for new industrial financial services. Four factors, including the quality of execution of the up‐front activities and of the launch programme, an expert‐driven process and, in particular, a supportive and high‐involvement corporate culture, were shown to have a critical impact on new service success.

Holistically reviews the literature, examines critically and summarises systematically the major pioneering works of contributors in this field. Its primary objective is to formulate a research agenda in the area of new service development (NSD) in the financial services sector.

A comprehensive in‐depth content analysis: theoretical discussion and conceptual frameworks of product innovation are carried out. This paper explores and evaluates extant frameworks of the tangible NPD process, which form the basis for NPD for the services literature. NSD has been central to the literature on services marketing, and a competitive weapon for firms, the important propensity has been related to the investigation of NSD issues.

This study identifies significant deficiencies and gaps (e.g. stakeholders involvement: roles of customers and supportive activities units) in the literature, with specific regard to new financial product development relating to the financial services sector.

This emerging approach to NPD suggests a new perspective on how to achieve NPD success in the financial services sector.

Managers and executives should strategically rethink the stakeholders’ roles, and the design and management of a NSD process. They should be aware of beneficial gains, which can be obtained from the process of stakeholder integration and involvement in NSD activities.

Provides a critical overview and analysis of theoretical perspectives on financial NSD /NPD with an annotated bibliographical reference covering the period between 1957 and 2005, which can help the advance of NSD research in the financial services sector. It also adds to the growing literature on the financial service innovation process.