Advanced

Towards Entering a New Market: The Role of Cooper's Stage-Gate Model in Market Knowledge Absorption

Müller, Tim LU and Riitamäki, Jukka LU (2016) ENTN39 20161
Department of Business Administration
Abstract
Title: Towards entering a new market: The role of Cooper’s stage-gate model in market knowledge absorption

Date of the Seminar: 18.05.2016

Course: ENTN39 Corporate Entrepreneurship and Innovation Internship and Degree Project (Master’s thesis 15 ECTS)

Authors: Tim Müller & Jukka Riitamäki

Supervisor: Anna Brattström

Keywords: stage-gate model, new product development, customer understanding, market understanding, market knowledge, market knowledge competence, market knowledge absorption, new market entry.

Research question: How does the application of the stage-gate model facilitate or hinder a company to absorb market knowledge in a meaningful way when entering a new market?

Methodology: To answer the research... (More)
Title: Towards entering a new market: The role of Cooper’s stage-gate model in market knowledge absorption

Date of the Seminar: 18.05.2016

Course: ENTN39 Corporate Entrepreneurship and Innovation Internship and Degree Project (Master’s thesis 15 ECTS)

Authors: Tim Müller & Jukka Riitamäki

Supervisor: Anna Brattström

Keywords: stage-gate model, new product development, customer understanding, market understanding, market knowledge, market knowledge competence, market knowledge absorption, new market entry.

Research question: How does the application of the stage-gate model facilitate or hinder a company to absorb market knowledge in a meaningful way when entering a new market?

Methodology: To answer the research question, a major company within the Swedish food industry is used as a case study. An embedded, multiple, and polar research design is applied to examine the topic. A composition of inductive and deductive research approaches is used and an interpretive epistemological attitude is employed. Data is collected through semi-structured interviews within the case company and analyzed in a longitudinal manner.

Theoretical perspectives: This study is based on the theories about the stage-gate model (Cooper, 1990; Cooper, 2008; Cooper, 2011; Cooper, 2014), new product development (Clark & Fujimoto, 1991; Brown & Eisenhardt, 1995; Howieson, Lawley & Selen, 2014), market knowledge absorption (Glazer, 1991; Tavani et al., 2013), market knowledge competence (Prahalad & Hamel, 1990; Day, 1994; Li & Calantone, 1998), and new market entry (Lieberman & Montgomery, 1988; Lieberman & Asaba, 2006; Namwoon, Sungwook & Seoil, 2015).

Conclusion: This study contributes to existing literature on Cooper’s stage-gate model in relation to market knowledge absorption. It was found that the stage-gate model is a good facilitator for absorbing market knowledge. The primary reason as to why some teams within the company used as a case study for this research failed to gain relevant market knowledge with respect to some of their products was due to their decisions to deviate from standardized market knowledge absorption procedures. In this study, the lack of time and irrational behavior of individuals were identified as reasons for such deviations. However, it is likely that other motives exist as well, which remain as a topic for future research. Based on these findings, managerial implications and advice for managers on how to advance the application of the stage-gate model with respect to gaining market understanding are given. (Less)
Please use this url to cite or link to this publication:
author
Müller, Tim LU and Riitamäki, Jukka LU
supervisor
organization
course
ENTN39 20161
year
type
H1 - Master's Degree (One Year)
subject
keywords
stage-gate model, new product development, customer understanding, market understanding, market knowledge, market knowledge competence, market knowledge absorption, new market entry
language
English
id
8876259
date added to LUP
2016-06-17 17:07:14
date last changed
2016-06-17 17:07:14
@misc{8876259,
  abstract     = {Title: Towards entering a new market: The role of Cooper’s stage-gate model in market knowledge absorption

Date of the Seminar: 18.05.2016

Course: ENTN39 Corporate Entrepreneurship and Innovation Internship and Degree Project (Master’s thesis 15 ECTS)

Authors: Tim Müller & Jukka Riitamäki

Supervisor: Anna Brattström

Keywords: stage-gate model, new product development, customer understanding, market understanding, market knowledge, market knowledge competence, market knowledge absorption, new market entry.

Research question: How does the application of the stage-gate model facilitate or hinder a company to absorb market knowledge in a meaningful way when entering a new market?

Methodology: To answer the research question, a major company within the Swedish food industry is used as a case study. An embedded, multiple, and polar research design is applied to examine the topic. A composition of inductive and deductive research approaches is used and an interpretive epistemological attitude is employed. Data is collected through semi-structured interviews within the case company and analyzed in a longitudinal manner.

Theoretical perspectives: This study is based on the theories about the stage-gate model (Cooper, 1990; Cooper, 2008; Cooper, 2011; Cooper, 2014), new product development (Clark & Fujimoto, 1991; Brown & Eisenhardt, 1995; Howieson, Lawley & Selen, 2014), market knowledge absorption (Glazer, 1991; Tavani et al., 2013), market knowledge competence (Prahalad & Hamel, 1990; Day, 1994; Li & Calantone, 1998), and new market entry (Lieberman & Montgomery, 1988; Lieberman & Asaba, 2006; Namwoon, Sungwook & Seoil, 2015).

Conclusion: This study contributes to existing literature on Cooper’s stage-gate model in relation to market knowledge absorption. It was found that the stage-gate model is a good facilitator for absorbing market knowledge. The primary reason as to why some teams within the company used as a case study for this research failed to gain relevant market knowledge with respect to some of their products was due to their decisions to deviate from standardized market knowledge absorption procedures. In this study, the lack of time and irrational behavior of individuals were identified as reasons for such deviations. However, it is likely that other motives exist as well, which remain as a topic for future research. Based on these findings, managerial implications and advice for managers on how to advance the application of the stage-gate model with respect to gaining market understanding are given.},
  author       = {Müller, Tim and Riitamäki, Jukka},
  keyword      = {stage-gate model,new product development,customer understanding,market understanding,market knowledge,market knowledge competence,market knowledge absorption,new market entry},
  language     = {eng},
  note         = {Student Paper},
  title        = {Towards Entering a New Market: The Role of Cooper's Stage-Gate Model in Market Knowledge Absorption},
  year         = {2016},
}