This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/03090569610130115. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/03090569610130115. When citing the article, please cite: Paul Oakley, (1996), “High-tech NPD success through faster overseas launch”, European Journal of Marketing, Vol. 30 Iss: 8, pp. 75 - 91.
Improving customer value through faster response times is a significant way to gain competitive advantage. Suggests that many approaches to new product development (NPD) have an…
Abstract
Improving customer value through faster response times is a significant way to gain competitive advantage. Suggests that many approaches to new product development (NPD) have an internal focus ‐ in which the NPD process is viewed as terminating with product launch. However, it is process output that really counts, e.g. customer availability. Proposes that with shortening product life cycles it should pay to get the product into the market as quickly as possible, and indicates that these markets should be defined on an international basis. Presents the results of a survey of the new product launch practices of UK high‐tech manufacturing companies. Shows that greater new product commercial success is signifi‐ cantly associated with a more ambitious and speedier launch into overseas markets. The implications are that high‐tech firms wishing to maximize the potential of their new products should see the “advanced” world as their market; penetrating overseas markets as boldly and as quickly as possible. The process of innovation is only complete when potential customers on a world scale are introduced effectively to the new product.
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Influential reports combined with media attention on directors’ remuneration has sparked academic and practitioner interest in the whole area of corporate governance. Cadbury’s…
Abstract
Influential reports combined with media attention on directors’ remuneration has sparked academic and practitioner interest in the whole area of corporate governance. Cadbury’s suggestion to strengthen the independent governance role has led to particular interest in non‐executive directors (NEDs). More recently, the role of NEDs in the governance of small and medium‐size enterprises (SMEs) has started to generate attention, and a number of registers of NEDs are established. Indeed, the role of NEDs in SMEs received special attention in the recent Hampel report (1998). Until recently, only two papers directly addressed the role of NEDs in SMEs; both papers were by Mileham and used data obtained from a survey concerned with the role of NEDs carried out with Institute of Management members. This research made a useful contribution, but had a number of limitations. More recently, the increased interest in the role of NEDs in SMEs has sparked further research, but there is still a need for an overall picture of NED and mentor involvement in UK SMEs. The research in this paper addresses this need by presenting the results from a survey sent to 5,279 UK SMEs selected from the Yellow Pages Business Database. The questionnaire was designed to provide a general overview of NED and mentor involvement in SMEs and to allow the following questions to be answered: How many SMEs have NEDs, and are there any firm size patterns? Are there firm age patterns? Are there firm sector patterns? Does firm size influence the formality of NED procedures? What does the managing director believe NEDs add? Are firms with NEDs more successful than those without a NED? Does the profile of the managing director matter? Does a firm’s size influence NED involvement? How do firms acquire NEDs? Why do some SMEs not have NEDs? The paper presents these findings and explores the implications for SMEs and policy advisors.