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Global Product Adaptation/Product Development Article Abstracts Product adaptation practices in the context of export activity: An empirical study of Turkish manufacturing firms Developing a Strategy for Global Development Teams Internationalization and the Dynamics of Product Adaptation - An Empirical Investigation Understanding and managing international growth of new products Some thoughts on world-class manufacturing - CAD/CAM Outlook Product customization for the U.S. market: An expert system comparison of British, German, and Japanese subsidiaries Product adaptation practices in the context of export activity: An empirical study of Turkish manufacturing firms Menguc, Bulent. Journal of Euro - Marketing. New York: 1997.Vol. 6, Iss. 2; pg. 25, 32 pgs Subjects: Studies, Statistical analysis, Product development, Exports, Effects, Target markets, International markets Classification Codes 9178, 9130, 7500, 1300 Locations: Turkey Author(s): Menguc, Bulent Publication title: Journal of Euro - Marketing. New York: 1997. Vol. 6, Iss. 2; pg. 25, 32 pgs Source type: Periodical ISSN/ISBN: 10496483 ProQuest document ID: 13036263 Text Word Count 11745 Document URL: http://proquest.umi.com/pqdweb?did=13036263&Fmt=4&clientId=9 338&RQT=309&VName=PQD Abstract (Document Summary) A study conducted in Turkey to determine the types of product adaptation which exporters perceive to be important in evaluating and selecting foreign markets is reported. The study explores the potential differences among exporters when they are compared across export market targeted (principal export destination), export market environment (similarities and differences between Turkey and export market), and type of export product. The descriptive statistics provided evidence that packaging protection, product constituents, product features and usage, and labeling are relatively important for Turkish firms in adapting their export products. Multivariate analysis of variance results reveal that principal export destination, export market environment, and type of product have moderately substantial independent effects on the selected types of product adaptation. Developing a Strategy for Global Development Teams Authors: Marinsik, Dan Source: Medical Design Technology; Nov2004, Vol. 8 Issue 11, p21, 2p Abstract: Focuses on the development of a strategy for global development teams in the medical instruments industry. Significance of developing a versatile regulatory compliance strategy when tapping into the expertise of global product development teams; Use of a centralized electronic database to manage documentation across cultures and borders; Identification of risks and hazards associated with the new product. Internationalization and the Dynamics of Product Adaptation - An Empirical Investigation Roger J Calantone, Tamer Cavusgil, Jeffrey B Schmidt, Geon-Cheol Shin. The Journal of Product Innovation Management. New York: May 2004.Vol. 21, Iss. 3; pg. 185 Subjects: International markets, Product design, Package design, Market planning, Benefit cost analysis, Exports, Polls & surveys, Studies, Models, Comparative analysis Classification Codes 9190, 9179, 9130, 7500, 1300, 2310 Locations: United States, US, South Korea Author(s): Roger J Calantone, Tamer Cavusgil, Jeffrey B Schmidt, Geon-Cheol Shin Document types: Feature Publication title: The Journal of Product Innovation Management. New York: May 2004. Vol. 21, Iss. 3; pg. 185 Source type: Periodical ISSN/ISBN: 07376782 ProQuest document ID: 654797641 Document URL: http://proquest.umi.com/pqdweb?did=654797641&Fmt=2&clientId= 9338&RQT=309&VName=PQD Abstract (Document Summary) Firms competing in foreign markets can choose to make no changes to the physical product and packaging, called a product standardization policy, which keeps costs low. The main drawback of such a policy is that the product might not satisfy customers. Conversely, firms may choose to modify, or to adapt, the physical characteristics or attributes of a product and its packaging to fit the needs and desires of consumers in different countries better, but this increases development, manufacturing, marketing, packaging, and distribution costs. Though product adaptation is a core aspect of customizing an export market offering, little research has investigated modifying the physical product and packaging. To be successful, an adapted product must add sufficient incremental revenue (through increased sales due to better satisfying customer needs and wants relative to competitive product offerings) such that the additional manufacturing and marketing costs that result from adapting the product are recovered. In this article, a model of the product adaptation process is developed. Using mail surveys, information is gathered from managers in 239 U.S. organizations and 302 South Korean organizations, all of which export products. The goal was to understand better the motivation of firms to adapt their products for export markets as well as the performance implications of adapting products. Furthermore, the model was tested in these two countries to determine if the model is robust and to uncover differences between the United States and South Korea. Using structural equation modeling to analyze the data, a positive association was found between the level of product adaptation and profitability at the project level. Second, U.S. firms appear to be more reactive when adapting products for export markets, doing so when laws and regulations in the export market mandate changes relative to the U.S. market. Conversely, South Korean firms appear to be more proactive and to adapt products even when not required by the governments of export markets. Third, greater international product adaptation is linked to a more responsive marketing organization with customer-focused practices. Fourth, while a positive link was expected between business unit experience and the extent of international product adaptation, inconsistent results were found between the two country samples. For U.S. firms, it was found that greater experience in international business and product design capability is linked to a higher level of international product adaptation. For South Korean firms, however, a negative relationship was found. Greater international product adaptation occurred with less international business and product design experience. These findings are discussed, and areas for future research are noted. [PUBLICATION ABSTRACT] Understanding and managing international growth of new products Stefan Stremersch, Gerard J Tellis. International Journal of Research in Marketing. Amsterdam: Dec 2004.Vol.21, Iss. 4; pg. 421 Subjects: Studies, Product development, International markets, Marketing, Growth rate, Statistical data Classification Codes 9130 Experimental/theoretical, 9180 International, 7500 Product planning & development, 9140 Statistical data, 9175 Western Europe Author(s): Stefan Stremersch, Gerard J Tellis Publication title: International Journal of Research in Marketing. Amsterdam: Dec 2004. Vol. 21, Iss. 4; pg. 421 Source type: Periodical ISSN/ISBN: 01678116 ProQuest document ID: 773804551 Document URL: http://proquest.umi.com/pqdweb?did=773804551&sid=3&Fmt=2&clientId=9338&RQT=309&VName=PQD Abstract (Document Summary) Growth is one of the most compelling goals of managers today. This paper addresses the following questions about the international growth of new products in Europe: Does the pattern of growth differ across countries? If so, does culture or economics explain the differences? What are the implications of these results for new product strategy? The results show that the pattern of growth differs substantially across European countries. These differences are explained mostly by economic wealth and not by culture. The study addresses the implications of these results for: (a) the choice of a waterfall versus sprinkler strategy for the introduction of a new product; (b) the global versus local marketing of a new product; and (c) managing a firm's expectations about new product growth. [PUBLICATION ABSTRACT] Some thoughts on world-class manufacturing - CAD/CAM Outlook Alan Christman Modern Machine Shop > Oct, 2003 Manufacturers have faced many challenges in the past 20 years, such as increased competition in worldwide markets, a demand for more complex products and pressure from consumers for more options in the goods that are produced. The "one style/color fits all" idea behind the mass assembly line has long passed. Instead, "mass customization" is now the goal for many manufacturers. Everyone wants to buy a higher quality item but not at a higher price. To meet these challenges, manufacturers have had to look at all aspects of how they do business. To remain competitive, manufacturers must: * understand the business trends that arc driving the global economy. * employ proven and effective management practices and processes. * understand and capitalize on the competitive enablers of information technology. * implement proven manufacturing technologies and supporting software. * appreciate and employ the world-class human resource practices that are attracting today's best talent and making "best-in-class" companies even more fierce in terms of intellectual capital and skill capabilities. Product customization for the U.S. market: An expert system comparison of British, German, and Japanese subsidiaries Schipchandler, Zoher E Multinational Business Review > Spring 2000 INTRODUCTION Foreign firms have been undertaking direct investments in the United States at an unprecedented pace in the last two decades. Such investments have increased from approximately $13 billion in 1970 to over $800 billion by the late 1990s. The major investors include European and Japanese firms. While several aspects pertaining to their investment decisions in the U.S. have been studied, the process employed by them in making strategic marketing decisions in the U.S. has been less than adequately examined. A strategic marketing decision that foreign firms have to make is whether to introduce locally (i.e. U.S.) designed products in the U.S. market. The purpose of this paper is to use an expert system (ES) framework to explore how "successful" (defined on the basis of actual performance) British, German and Japanese firms make this decision. The existence of a correlation between the nationality of a firm and its multinational strategies is argued by Swamidass and Kotabe (1993). A "successful" foreign firm is operationally defined as a firm having a minimum U.S. market share of five percent. In effect, such firms are accorded the status of "experts" and an attempt is made to study their decision making process for introducing locally designed products in the U.S. by an examination of their past decisions. While this investigation is exploratory in nature, it should offer some guidance to foreign firms in maintaining and enhancing their competitive position in the U.S. A secondary objective of the study is to demonstrate the use and potential applicability of ES technology in an international marketing context. |
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