Marketing‚ 6th edition © Pearson Education Limited 2013 Slide 9.6 New product development process (Continued) Idea generation Internal sources refer to the company’s own formal research and development‚ management and staff‚ and intrapreneurial programs. External sources refer to sources outside the company such as customers‚ competitors‚ distributors‚ suppliers and outside design firms. Kotler et al.‚ Principles of Marketing‚ 6th edition © Pearson
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behaviour”‚ Journal of Business Venturing‚ 2006. 9. Malek‚ M. & Ibach‚ P. K. (2004). Entrepreneurship. Prinzipien‚ Ideen und Geschäftsmodelle zur Unternehmensgründung im Informationszeitalter‚ dpunkt.verlag‚ pp. 105-113 10. Merrifield‚ D. B. (1993). „Intrapreneurial corporate renewal”‚ Journal of Business Venturing‚ pp. 383-389 11. Molina‚ C. & Callahan‚ J. L. (2009). „Fostering organizational performance. The role of learning and intrapreneurship”‚ Journal of European Industrial Training‚ 33(5)‚ pp. 388-400
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I. STATEMENT OF THE PROBLEM • What must Fresh Fields do to take on the challenges that may come? II. OBJECTIVES • To identify the factors that led to the success of Fresh Fields • To provide an analysis on the positive and negative factors affecting Fresh Fields in the business environment • To recommend ways and means that can help sustain growth of Fresh Fields III. AREAS OF CONSIDERATION A. Fresh Fields • It’s been described as an old-fashioned neighborhood grocery store
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Marketing & Innovation "Because the purpose of business is to create a customer‚ the business enterprise has two—and only two—basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs." Peter Drucker (The Father of Management Theory) INTRODUCTION Marketing is the activity‚ set of institutions‚ and processes for creating‚ communicating‚ delivering‚ and exchanging offerings that have value for customers‚ clients‚ partners‚ and society at large
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Emergence of entrepreneurship development program The reality of entrepreneurship education as a force in business schools began in the early 1970s. The University of Southern California launched the first Master of Business Administration‚ concentration in entrepreneurship in 1971‚ followed by the first undergraduate concentration in 1972. From there‚ the field of entrepreneurship began to take root. By the early 1980s‚ over 300 universities were reporting courses in entrepreneurship and small
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of organizational entrepreneurship. Journal of Applied Management and Entrepreneurship‚ 12(3)‚ 73-88. 5. 6. 112 2010 EABR & ETLC Conference Proceedings Dublin‚ Ireland 7. Kuratko‚ D. F.‚ Montagno‚ R. V.‚ & Hornsby‚ J. S. (1990). Developing an intrapreneurial assessment instrument for an effective corporate entrepreneurial environment. Strategic Management Journal‚ 11(1)‚ 49-58. 8. Miller‚ D. (1983). The correlates of entrepreneurship in three types of firms. Management Science‚ 29(3)‚ 770-791. 9.
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Stone Finch‚ Inc.: Recommendations for a More Integrated Enterprise I. Executive Summary In 2009‚ Stone Finch was an international company operating in 12 countries with approximately 20‚000 employees who provided products and services for water- and wastewater-related industries. The company consisted of two main divisions‚ one known as “Water Products” carried out the traditional business services that had sustained the company since its founding in 1975 by the Stone family. The other division
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company can find new ideas through formal R&D. Not only R&D but companies can pick the ideas of its employees- from executives to scientists‚ engineers‚ manufacturing staff and also salespeople. Many companies have also developed successful ‘intrapreneurial’ programmes that encourage employees to develop new ideas. For example‚ Internet networking company Cisco makes everybody’s business to come up with ideas by setting up an internal wiki zone through which any Cisco employee can propose an idea
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Jake Kral Canon Case Study Executive Summary - When Canon jumped into the business in the late 1960s‚ most observers were skeptical. Less than a tenth the size of Xerox‚ Canon had no direct sales or service organization to reach the corporate market for copiers‚ nor did it have a process technology to by-pass the 500 patents that guarded Xerox’s Plain Paper Copier. Over the next two decades‚ Canon rewrote the rule book on how copiers were supposed to be produced and sold as it built up $5 billion
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Welcome Course - Innovation and New Business Ventures Dr R.K. Sharma MsM Adjunct Faculty Presenter - RK Sharma Course Elements Class Lecture and Interactions Case Studies Informal Discussions Independent Reading Student Presentations/ Assignment Exam (Closed Book/ Closed Handout/ Open Mind) Recommended Books : (depending upon availability) Essentials of Entrepreneurship & Small Business Management‚ Norman Scarborough Essentials of Entrepreneurship & Small Business Management
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