In a global economy greater attention must be given to an amount of innovative companies in the manufacturing of products and in providing services. Innovative organizations must be able to learn especially in marketing and strategy efficiently and effectively in order to survive in today’s increasingly fierce competitive environment. Innovations thrive from a skilled and well-educated workforce, research and development resulting in Intellectual Property Rights, organizational infrastructure and business strategy if handled correctly.
Innovations play an important role and need a proper environment that provides knowledge, supportive interaction and incentive structures to become successful. Creating world-beating product concepts is of value only if you can bring them to market successfully. To focus a product innovation process around business objectives and plans allows company to create and evaluate a strategic positioning. Critical to success is the selection of appropriate targets for innovation, which requires identifying requirements throughout the existing value chain of products and services and the new value chain of the knowledge channel. But as it is likely that many of these requirements will be unclear and some will be conflicting, the way to resolve these conflicts is through mutually dependent learning involving participants from all relevant groups, including R&D, suppliers, and customers, plus distribution partners and other internal functional departments such as marketing, manufacturing, and finance.
A broader focus on innovation can generate increasing returns. Capturing and keeping a comparative advantage will require an appropriate pattern and shaking up the market with a major new product. Product innovation is a powerful lens through which to examine strategy because the success of your products in the market is the ultimate test of a strategy. Through the distribution we approach to highlight the thesis in threefold:
• Figure out different innovations;
• Draw on an in-depth understanding of bring the revolutionary new products to market;
• Generalize a host of product concepts spanning innovations in strategic positioning.
Aiming to fulfill the purpose of our paper, we conducted qualitative research method based on telephone interviews with two Swedish and two Chinese companies who have innovated products or services. The theoretical framework portrayed the innovator’s dilemma, push and pull marketing methods and prospector and defender strategic positioning models.
In conclusion, we generalized what kind of innovation (disruptive technology or sustainable technology) the four case companies have, which marketing method (pull or push) they adopt and how the strategic positioning is respectively. At the final section, we suggest a model for companies with innovations and how they differ on disruptive or sustainable technology and target customers.
Ekonomiska institutionen , 2006. , 111 p.