Tyrimo objektas - UAB ,,X“ naujo produkto potencialūs vartotojai. Tyrimo dalykas - rėmimo strategija. Darbo tikslas - parengti UAB ,,X“ naujo produkto įvedimo į rinką rėmimo strategiją. Uždaviniai: 1. išanalizuoti rėmimo kompleksą ir jo vietą produkto rinkodaroje; 2. išanalizuoti naujo produkto sampratas ir jo kūrimo procesą; 3. identifikuoti produktų sėkmę rinkoje lemiančius veiksnius ir jų valdymo būdus; 4. parengti naujo produkto įvedimo į rinką tyrimo metodiką; 5. parengti naujo produkto įvedimo į rinką strategiją. Tyrimo metodai: 1. mokslinės literatūros sisteminė analizė ir apibendrinimas; 2. rinkos tyrimas (apklausa) ir jo rezultatų sisteminimas; 3. naujo produkto įvedimo į rinką rėmimo strategijos parengimas pagrįstas mokslinės literatūros sistemine analize bei rinkos tyrimo duomenimis. Apibendrinimas Šiame darbe analizuojamas rėmimo kompleksas ir jo vieta bei svarba produkto rinkodaroje. Siekiama paaiškinti rėmimo svarbą naujo produkto įvedimo į rinką metu, todėl remiantis moksline literatūra analizuojamas naujo produkto kūrimo procesas bei identifikuojamas sėkmės faktorius - teisingai paruošta rėmimo programa. Atsižvelgta ir į potencialių naujo produkto vartotojų nuomonę - apibendrinus rinkos tyrimo rezultatus išaiškėjo naujo produkto žinomumas, galimas pakuotės tūris, bei galimos rėmimo priemonės. Visa informacija buvo panaudota kuriant naujojo produkto rėmimo strategija, kuri pateikiama darbo pabaigoje. / The object of the research - The potential consumers of the new product made by Jsc ,,X“. Research subject - marketing strategy. The goal of the research - To prepare JSC „X” new product integration in the market and promotion strategy. Tasks: 1. to analyse promotional complex and it’s place in the product marketing; 2. to analyse new product concept and creation process; 3. to identify the fortune of the new product in the market and how to manage it; 4. to prepare the methodology of the research regarding new product integration in the market; 5. to prepare the strategy of new product integration in the market; Research methodology: 1. systematic analysis of the informational resources and summation; 2. market research (the questionnaire) and the structural analysis; 3. preparation of the marketing strategy for the new product based on systematical analysis of informational resources and the results of market research. This final paper includes the analysis of promotion complex and its impact to the product marketing. The goal is to explain the importance of the promotion during the integration of new product into the market, that is why the analysis of the new product creation process was based on the informational resources. It identifies that the fortune of the new product is in correct promotion program. The market research and systematical result analysis is showing the attitude of potencial clients towards knowledge of the new product, the package and... [to full text]

This thesis deals with two aspects of knowledge needed for new product development; theaccess to external knowledge through outsourcing of NPD and the integration of knowledgedeveloped when outsourcing activities in the NPD process. As modern products competing onincreasingly international markets call for both complex and specialized knowledge, it isbecoming more important to take an outward perspective of knowledge, searching for externalknowledge sources, in order to be competitive. But it is also important for the firm to take aninward perspective on integration of the knowledge achieved from external sources in order tosecure the knowledge gained. Outsourcing of New Product Development (NPD) refers to the outsourcing of activities fordeveloping new products (goods and/or service), where all or the innovative part of the NPDprocess is purchased externally according to a contract from organizational units separatefrom the outsourcing firm. This means that the service to develop a whole or a part of a newproduct is outsourced. This definition implies that (A) the outsourced activity shall be aninnovative (strongly contributing to the newness) part of the NPD process, (B) the outsourcedactivity was previously conducted internally, and (C) the activity shall be purchased andregulated in a contractual agreement between the organizations. Knowledge integration refers to the process of acquiring, sharing, and making use ofknowledge by combining it with previous knowledge in order to create new value. Becauseknowledge possessed in collaborating firms is often complementary, it is important tocombine it with previous knowledge in the firm. Therefore knowledge integration is chosenthroughout the thesis as the term for the overall process. Based on transaction costs theory, resource based and knowledge based perspectives twomajor issues are investigated. First, the identification of which factors are the most importantfor firms when making the decision to outsource activities in the NPD process. Second, theestablishment of the importance for knowledge integration of external knowledge in the firm,and to find what role level of involvement among staff plays for efficiently achievingknowledge integration. The thesis is a compilation thesis (with six appended papers) based on findings from threequantitative studies and a longitudinal case study (presented in two of the appended papers).Using cases from and samples of medium-sized manufacturing firms with in-house NPD itwas found that, while cost has been traditionally considered the most important factor foroutsourcing in general, search for external knowledge is found to have a greater importancewhen intangible processes as NPD is object for outsourcing. It is also found that thematicknowledge is the most important type of knowledge to efficiently integrate to achieve highinnovation performance and that a higher degree of processes and culture supportinginvolvement, increase knowledge integration when outsourcing activities in the NPD process.

Šiame darbe buvo suformuota naujai įsikūrusios įmonės “Vasaknų dvaras” alaus įvedimo į rinką rinkodaros strategija. Darbo tikslas buvo sukurti šią strategiją, o uždaviniai buvo išanalizuoti aplinką, kurioje veikia įmonė bei įmonės galimybes šioje aplinkoje; išsiaiškinti alaus gamybos ir pardavimo subtilybes, apklausiant šios srities ekspertus; pateikti sprendimus dėl produkto pozicionavimo ir rinkodaros komplekso elementų. Darbe buvo naudojamas kokybinis tyrimas – rinkos ekspertų giluminis interviu. Darbo rezultatai yra šie: ištirta alaus rinka Lietuvoje, atlikta “Vasaknų dvaro” vidinė analizė, padaryti trys interviu su alaus rinkos ekspertais ir tuo remiantis sukurta “Vasaknų dvaro” alaus pozicionavimo strategija bei pasiūlyti sprendimai dėl produkto savybių, kainos, paskirstymo kanalų pasirinkimo ir rėmimo veiksmų. Šis darbas bus naudojamas įmonės kaip gairės, kuriant detalų rinkodaros planą. / The goal of this work was to form a marketing strategy for the beer of a start-up company “Vasaknu dvaras”. In order to do this the following tasks were performed: a complete market analysis of beer products; an internal analysis of company’s strengths and weaknesses in this business; a qualitative market research with the experts of the beer industry; preparation of decisions about product positioning and marketing mix. The decisions were based on a qualitative research – depth interviews. There were the following results achieved: an indepth analysis of beer market with its opportunities and threats; an analysis of company’s strengths and weaknesses; 3 interviews were conducted with experts in beer business who gave their insights on production and realization of beer products; finally, a marketing strategy was drawn according to given information – it included decisions about positioning of “Vasaknu dvaras” beer, ideas about product attributes, pricing, distribution and promotion. This work will be used as a guideline by the company in its future planning of marketing activities.

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Applying Agent-Based Modeling and Simulation (ABMS) methodology, this paper analyzes the impact of alternative production-sales policies on the diffusion of a new product and the generated NPV of profit. The key features of the ABMS model, that captures the marketplace as a complex adaptive system, are: (i) supply chain capacity is constrained; (ii) consumers' new product adoption decisions are influenced by marketing activities as well as positive and negative word of mouth (WOM) between consumers; (iii) interactions among consumers taking place in the context of their social network are captured at the individual level; and (iv) the new product adoption process is adaptive. Conducting over 1 million simulation experiments, we determined the "best" productionsales policies under various parameter combinations based on the NPV of profit generated over the diffusion process. The key findings are as follows: (1) on average, the build-up policy with delayed marketing is the preferred policy in the case of only positive WOM as well as the case of positive and negative WOM. This policy provides the highest expected NPV of profit on average and it also performs very smoothly with respect to changes in build-up periods. (2) It is critical to consider the significant impact of negative word-of-mouth on the outcomes of alternative production-sales policies. Neglecting the effect of negative word-of-mouth can lead to poor policy recommendations, incorrect conclusions concerning the impact of operational parameters on the policy choice, and suboptimal choice of build-up periods. (authors' abstract)

The marketplace in the 21st century is intense and highly competitive. Customers have a great variety of products and services to choose from, therefor gaining competitive advantage is crucial for a company´s survival. Companies cannot rely on previous product success, they have to be innovative in order to meet the ever-changing customer needs and wants. New product launch is a critical and challenging phase for every company, which is proven by the high failure rates. There are many barriers that can hinder and determine a new product launch process. This study focuses on Business-to-Business, small and medium sized companies within the Swedish steel and metal industry with the purpose to investigate what barriers occur when launching new industrial products. The study also aims to answer the question on what actions can be taken in order to overcome these barriers. This is a qualitative and comparative study based on a theoretical framework combined with empirical findings gathered from five in-depth interviews. By analyzing and comparing the findings throughout this study, the authors can conclude that there are many barriers that can occur and affect a product launch process negatively. The main barriers identified were lack of knowledge, effort, planning as well as targeting and competition. The study also resulted in practical suggestions and actions that can be taken in order to overcome these barriers and ease the launch process.   Key words: New product launch, Barriers in launch processes, B2B, Swedish companies, SME`s, Marketing

Nowadays, industries are characterised by their speed and changeability. Many institutions from the industrial environment, such as the technological development, appear to vary over industries. Industries are generally characterised by their instability. In addition, it is a common trend for MNCs to start the development of products in multiple countries. This in turn seems to bring many problems with it along, such as the lack of communication between departments and the difficulties of sharing knowledge. The recognition of implications for New Product Development (NPD) best practices in a sophisticated industry and complex international environment therefore led us to the overarching research question: “How can MNCs from different industries best manage their corporate portfolio of New Product Developments (NPDs) on an international level?” The following three considerations are used to help us answer the main issue: (1) how NPD best practices can create a competitive advantage for MNCs, (2) how industrial institutions can influence the NPD best practices, and (3) how international institutions can influence the NPD best practices. The purpose of this thesis is therefore to comprise the academic research of NPD best practices for MNCs with both the industrial and international institutions that influence NPD best practices of MNCs. This research has been conducted through a qualitative research; six industrial cases from five MNCs have therefore been used to answer these questions. Empirical data was gathered through five face-to-face interviews and one phone interview. The theoretical framework therefore includes the NPD best practices, and the main institutions within both the industrial and international environment. These three areas have been synthesised from the earlier on mentioned three themes, which have been used as a basis throughout the empirical findings. Within the analysis, the theoretical framework and empirical findings have been systematically combined to find answers regarding our three sub questions. Concluding, it seems that strategy, processes, resources and capabilities, and portfolio management are commonly used practices, whereas these seem to be influenced by both industrial and international institutions.

Purpose        The overall purpose is to describe how manufacturing companies involve customers in order to develop new innovations that meet customers’ needs, and furthermore illustrate how the customer involvement process can be managed. By investigating companies in similar industries where the degree of technology and pace of innovation is high, we clarify how, when and with who companies can engage activities for customer involvement.  Method In this qualitative study, we use a deductive approach, where individual interviews were conducted in two case companies.  Theoretical framework In the theoretical framework we introduce the DART-model, in which building blocks of the interaction between companies and customers are treated. Connected to this, we discuss problems regarding transferring customer needs and receiving customer input. Furthermore we highlight conflicting methods of customer involvement, different types of customers to involve and different stages in which the interaction should take place.  Empirical study Empirical data were collected through personal interviews with six business managers at the headquarters of Electrolux and Volvo Cars.  Conclusion  In contrary to the overwhelming literary hype of open innovation where companies are suggested to actively co-create value together with the customers, our findings indicate that companies learn proactively from passive customers in the early stages of the NPD-process to acquire unarticulated needs in order to create customer value. These are conscious decisions to avoid opening up the companies to the customers in terms of transparency and access. This subsequently accompanies the further process for how, when and who to involve, as the process goes from proactive towards stepwise more traditional reactive methods of customer involvement for product innovation

Background: Today’s market is constantly going through changes. Customers havenew tendencies and preferences towards the products they buy. It is a customer centeredbusiness culture and companies must follow it if they want to stay in the market.Therefore communication is more personalized and tries to exchange as muchinformation with customer as possible. This enhances customer relationship anddevelops more customized products. The development of customer intimacy is requiredin order to have a broader understanding on customer needs. In that way firms are moreable to meet customer preferences with the products they provide.Purpose: The aim of this study is to describe sales strategies of additional products toexisting customers in the B2B Swedish market. Further this study will identifycommunication tools when contacting customers.Research Questions:RQ1: What sales strategies can Electrolux Laundry Systems implement for additionalproducts?RQ2: How can Electrolux Laundry Systems use communication when offering newproducts?RQ3: How could communication affect the customers?RQ4: How could managers and employees perceive the sales perspectives of ElectroluxLaundry Systems?Method: The chosen method was in depth interviews. In these interviews theresearchers asked open-ended questions via face to face and via telephone and recordedthe respondents answers. The observations were carried through interviews with ninecustomers of Electrolux Laundry Systems. Scandic Hotel Värnamo, VärnamoMunicipality, Ekdahls Länghem, Ljungbybostäder, Ljungby Hospital, ElderlyHomecare Ljungby, Tekniska Förvaltningen and Ljungby Municipality.Results: The research demonstrated that the company analyzed uses customer focussales strategies and direct marketing communications as the main tools to maintain andnurture a strong relationship with customers. Also important factors have beenhighlighted that explain the essence of the study, such as the use of communication andsales efforts to establish close relationships to later on cross-sell additional products in amore suitable way according to customer’s explicit needs.

The combined environmental effects of technological change, increasing competition, new legislation and increasingly demanding consumers have created pressure within the financial services industry for change. One outcome has been a proliferation of new products in the marketplace. This research explores new product development within one subset of this industry -- building societies. By combining the new product development, service marketing and financial services literature, a foundation has been developed for an empirical study into the development practices and the characteristics of successful and unsuccessful new products. The determinants of success and failure for new product development have been examined utilizing a comparative methodology, and subsequently a discriminant model has been developed that successfully classifies successful and unsuccessful new products. By determining how new products are actually developed, the findings support previous claims that intangibility, inseparability, heterogeneity and perishability do have an effect on the development process. Further, the level of sophistication of the development activities is lower than in previously reported research. Notable variations from the development process for tangible new products are the inclusion of system design, system testing and personnel training stages. The majority of societies have been found to lack strategic integration of the development process, to apply different measures of success and to prefer qualitative market research techniques over quantitative approaches. As well, considerable variation exists in the organizational approaches used to manage the process, although organizational related variables were found to have a strong impact upon the predictability of a successful outcome for a new product.