Processes of new product launches: Case studies of wood product suppliers
(English)Manuscript (preprint) (Other academic)
Purpose: Previous studies have shown that a strong launch effort is fundamental to new product success. Most new product development (NPD) studies focus on the entire process; few consider the process of the new product launch stage alone. The purpose of this paper is to investigate what actually happens in that process.
Design/methodology/approach: The study is based on exploratory case studies. Evidence is drawn from four wood product suppliers based in Sweden. Eight semistructured interviews and one workshop with managers working with top management and in R&D, marketing, and sales were conducted to collect data. Pattern-matching logic was the primary data analysis technique.
Findings: Results largely support the relevance of strategic and tactical launch decision variables for a new product launch. They also show that the new product launch process can generally be divided into strategic planning, selling and negotiating with customer/channel partner, sales of new products, and launch evaluation stages. This study argues that distribution channel strategy of new product launch should be regarded as a dimension of strategic decisions rather than tactical decisions, because it is made in the early stages of new product launches, and has significant impact on tactical launch decisions regarding the marketing mix.
Originality/value: In theoretical terms, this study contributes to an understanding of the process of the new product launch that has been given scant theoretical or empirical attention in either new product or marketing literature. We provide empirical evidence from wood product suppliers to support the separation of strategic launch variables and tactical launch variables.
New product launch, Process, Strategic decision, Tactical decisions, Wood products
Economics and Business
IdentifiersURN: urn:nbn:se:liu:diva-88481OAI: oai:DiVA.org:liu-88481DiVA: diva2:604221