Extending Technology for Market Disruption: A Case Study
Document Type
Article
Publisher
Emerald Group Publishing Ltd.
Publication Source
Journal of Product and Brand Management
Abstract
Purpose - In an environment that is hyper-dynamic and faced with economic turmoil, it is crucial that organizations identify innovative competitive strategy. Using principles from Clayton Christensen's The Innovator's Dilemma, KVH Industries embarked upon a strategic market planning mission. This paper aims to describe how this company successfully turned a competitive disadvantage to an advantage by examining the market mindset and utilizing disruptive innovation to introduce a new product.
Design/methodology/approach - This paper utilizes a case study to demonstrate successful application of disruptive innovation.
Findings - A new evolutionary product was indicated in the research.
Research limitations/implications - There may be some lack of generalizability due to this being a case study for a specific brand in a specific industry.
Practical implications - It is unclear whether a revolutionary, rather than an evolutionary, product introduction would be more successful. Practitioners should recognize the competitive opportunities afforded through "disruptive innovation" strategies.
Originality/value - This paper is of value to practitioners to see the success of one company's dismissal of a revolutionary product introduction in favor of a product launch that represents a "just good enough" alternative to competitors' products. It also demonstrates that there are risks associated with using a brand extension approach rather than individual branding.
Comments
Published by Emerald Group Publishing Ltd. in the Journal of Product and Brand Management, volume 22 issue 4, 2013. Bryant users may access this article here.