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Article
Publication date: 1 March 2015

Tianxu Chen, Mark Simon, John Kim and Brian Poploskie

A major source of failure for new ventures is the entrepreneurs℉ misunderstanding of the product-market fit. Recently, researchers have suggested that to get a better…

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Abstract

A major source of failure for new ventures is the entrepreneurs℉ misunderstanding of the product-market fit. Recently, researchers have suggested that to get a better understanding of the product-market fit, entrepreneurs should “get out of the building” and interview many customers. This approach, while advantageous, is not without drawbacks. This article presents a conceptual model that incorporates the characteristics of “getting out of the building” to conduct customer interviews, and the biases that can arise to influence the entrepreneurs℉ misjudgment of the product-market fit. We provide recommendations to overcome these biases.

Details

New England Journal of Entrepreneurship, vol. 18 no. 1
Type: Research Article
ISSN: 2574-8904

Keywords

Article
Publication date: 1 January 1991

Balaji S. Chakravarthy

This article provides a framework for strategic adaptation toderegulation drawing on the lessons learned in the United States. A firmcan adapt to deregulation by the mix of…

Abstract

This article provides a framework for strategic adaptation to deregulation drawing on the lessons learned in the United States. A firm can adapt to deregulation by the mix of productmarket and domain management strategies that it chooses. The strategies open to a firm in turn depend upon its resource endowment and strategic predisposition. Since it is difficult to alter either of these at short notice, it is imperative that a firm that is faced with deregulation in its environment initiates these transformations in anticipation of change.

Details

Journal of Organizational Change Management, vol. 4 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 1 April 2006

Shantini Munthree, Geoff Bick and Russell Abratt

The objective of the paper is to provide an understanding of how large organisations develop line extensions of their brands and to present guidelines for management when…

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Abstract

Purpose

The objective of the paper is to provide an understanding of how large organisations develop line extensions of their brands and to present guidelines for management when considering an upscale line extension.

Design/methodology/approach

A qualitative research technique was used in this study. It involved case study research in the beverage industry, where 11 senior marketers were interviewed in depth.

Findings

A line extension into premium categories was seen to be an effective strategy to revitalise a brand. Respondents also stated that the line extension needs to be very closely linked to the core brand. Being an early entrant but not first‐to‐market or late‐to‐market was also important.

Originality/value

Guidelines to management are provided and a framework is developed for using upscale line extensions in brand revitalization strategies. Marketing managers have been given a three‐step approach to line extension management.

Details

Journal of Product & Brand Management, vol. 15 no. 3
Type: Research Article
ISSN: 1061-0421

Keywords

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