Rob Lenholt, Barbara Costello and Judson Stryker
Collaboration among three university departments resulted in a successful venture to integrate an innovative electronic element into an online course management system…
Abstract
Collaboration among three university departments resulted in a successful venture to integrate an innovative electronic element into an online course management system (Blackboard). A faculty member from the school of business and two library faculty, with assistance from the University’s Center for Information Technology, developed a unique, yet simple, method for incorporating library instruction handouts into course‐specific online classes. At the end of the semester, students were surveyed and data were collected, analyzed, and compared; the results overwhelmingly indicated that utilizing online courseware in library instruction was a useful and time saving tool for participating students. The simplicity of the method used to create these handouts lends itself to application in other areas of study, and use with online courseware other than Blackboard.
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Kimberly Judson, Denise D. Schoenbachler, Geoffrey L. Gordon, Rick E. Ridnour and Dan C. Weilbaker
The purpose of this research is to provide an empirical examination of the role of the salesperson in the new product/service development process.
Abstract
Purpose
The purpose of this research is to provide an empirical examination of the role of the salesperson in the new product/service development process.
Design/methodology/approach
A survey was mailed to 2,650 sales managers representing US firms across the nation, and the resulting sample size consisted of 246 respondents with a response rate of 9.3 percent. The survey sample included firms with a business‐to‐business emphasis, and those with a minimum of 50 employees.
Findings
The majority of the respondents reported that salespeople are indirectly or directly involved in the new product/service development process. In spite of this contribution, many firms do not directly reward salespeople for their involvement. Offering appropriate incentives could greatly increase their efforts to collect information for new product/service idea generation.
Research limitations/implications
Suggested future research includes the perspectives of salespeople, new product development directors, etc. In addition, the study was strictly domestic and could benefit from an international focus, as well as a comparison of products versus services sectors.
Practical implications
The findings from this study can be used by managers as a benchmark for assessing sales force participation in the new product/service development, and to identify ways to encourage increased participation by the sales force with incentives.
Originality/value
Little formalized research has been conducted on the specific role that salespeople play in the new product/service development process. The findings from this study may provide strategic guidance to organizations with respect to the role of salespeople in the critical new product/service development process.