Hillebrand et al. (2011): Customer orientation and future market focus in NSD
15 important questions on Hillebrand et al. (2011): Customer orientation and future market focus in NSD
What are the benefits for organizations that are close to the customer? And why?
- Because firms can receive feedback and learn more from these customers, enabling them to react more quickly and efficiently to customers’ changing wants and needs
What are the benefits for organizations that are close to the customer? And why?
- Because firms can receive feedback and learn more from these customers, enabling them to react more quickly and efficiently to customers’ changing wants and needs
What are the disadvantages of close customer relations for organizations?
- It served market biases perceptions and enhances management beliefs that can prevent responding effectively to emerging trends and new technologies.
- It results in a shift towards improved solutions rather than real, more radical innovation that may create new markets
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Explain the conceptual model in the paper by Hillebrand et al. (2011)?
- On the left side, we have customer orientation and future market focus
- In the middle we have 3 dimensions of cannibalization
- Willingness to cannibalize sales
- Willingness to cannibalize routines
- Willingness to cannibalize investments
- On the right, we have firm innovativeness
In this paper the authors test the effects of customer orientation and future market focus through the three dimensions of willingness to cannibalize on firm innovativeness.
How is firm innovativeness defined?
Which 6 hypothesis are fomulated in the paper by Hillebrand et al. (2011)? And are they supported or not?
- H1a: Customer orientation negatively influences willingness to cannibalise current sales.
- H1b: Customer orientation negatively influences willingness to canniabalise existing routines.
- H1c: Customer orientation negatively influences willingness to cannibalise prior investments.
H2
- H2a: Future market focus positively influences willingness to cannibalise current sales.
- H2b: Future market focus positively influences willingness to cannibalise existing routines.
- H2c: Future market focus positively influences willingness to cannibalise prior investments.
All the hypotheses are confirmed, except for H1b (not significant)
What do organizations with a future market focus understand about customers?
for identifying potentially new customer segments.
What are the results regaring the baseline model?
- Innovativeness is the result of both R&D capital and firm’s ability to overcome inertia
What are the 3 main conclusions of the paper by Hillebrand et al. (2011)?
- Future market focus helps service organizations to overcome inertia to innovate
- Customer orientation breeds (fokken/broeden) inertia, whereas future market focus increases the willingness to cannibalise, which in turn stimulates firm innovativeness.
- Firms need a mix of a focus on current customers as well as on future ones since both radical and incremental innovations are needed to perform well in the long term.
What is at the heart of successful programs that enable firms to constantly improve their offerings to customers?
What is at the heart of successful programs that enable firms to constantly improve their offerings to customers?
What is the most important implication for managers?
A future market focus prevents a firm from..... (2 aspects)?
- Becoming myopic (kortzichtig, gefocust op korte termijn)
- Inert and stimulates it to move forward
What is the aim of the paper by Hillebrand et al. (2011)?
What are the 3 main conclusions of the paper by Hillebrand et al. (2011)?
- Future market focus helps service organizations to overcome inertia to innovate
- Customer orientation breeds (fokken/broeden) inertia, whereas future market focus increases the willingness to cannibalise, which in turn stimulates firm innovativeness.
- Firms need a mix of a focus on current customers as well as on future ones since both radical and incremental innovations are needed to perform well in the long term.
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