Investigating the Impact of Pace, Rhythm, and Scope of New Product Introduction (NPI) Process on Firm Performance

Many potential benefits of new product introductions (NPI) have been identified in existing literature, yet there are empirical and theoretical evidence that suggests that such benefits are not assured. Building on the concepts of time compression diseconomies, absorptive capacity, and time diversification, we argue that benefits that a firm derives from introducing new products depend on the process of NPI, which we conceptualize as how and what products are introduced by the firm. We propose that pace, rhythm, and the scope are three important characteristics of the process of NPI that affect firm value. Further, we argue that this effect is moderated by organizational marketing and technological intensities. We use an unbalanced panel dataset of the products introduced by public firms between 1991 and 2015 to investigate the proposed framework in the bio-pharmaceutical industry. We estimate the proposed model using a multilevel modeling framework, accounting for endogeneity, unobserved heterogeneity, and heteroscedasticity. The proposed framework and modeling approach provide empirical support for the role of pace, rhythm and scope of NPI on firm performance, and guide managers on choosing the right growth strategy to improve new product performance

Attrition in SMEs: The Cause

Human Resource managers are devising ways to retain talent next year that will see companies paying annual increments up to 30%. The average attrition in 2010 was 10% across Indian companies, a rate that may rise to 25% in 2011-12 with improved salaries (The Economic Times, Dec 24, 2010) The SMEs sector in India has certainly been a very prevalent are of employment in recent years but one of the biggest encounters it is facing is a remarkable rise in attrition rate. There could be some common attrition factor across industry but every organization need to know the reason for attrition. India's economy is showing a healthy progress, but employers enjoying the bang have a offhand side: that of restless staff seeking for a hotter career option leading to increasing attrition in Indian SMEs. Authors have tried to find out the reason for attrition in SMEs, what the factors that are leading to attrition in SMEs in India? A conceptual framework has been developed to understand the relation between the factors affecting attrition. Our findings suggested some crucial factors affecting attrition in SMEs. This paper may be help for entrepreneurs to dealt with attrition in the organizations. KEYWORDS: Attrition, SMEs, Entrepreneurship, Indian Economy, Indi

Modeling Emerging-Market Firms’ Competitive Retail Distribution Strategies

In emerging markets, the effective implementation of distribution strategies is challenged by underdeveloped road infrastructure and a low penetration of retail stores that are insufficient in meeting customer needs. In addition, products are typically distributed in multiple forms through multiple retail channels. Given the competitive landscape, manufacturers’ distribution strategies should be based on anticipation of competitor reactions. Accordingly, the authors develop a manufacturer-level competition model to study the distribution and price decisions of insecticide manufacturers competing across multiple product forms and retail channels. Their study shows that both consumer preferences and estimated production and distribution costs vary across brands, product forms, and retail channels; that ignoring distribution and solely focusing on price competition results in up to a 55% overestimation of manufacturer profit margins; and that observed pricing and distribution patterns support competition rather than collusion among manufacturers. Through counterfactual studies, the authors find that manufacturers respond to decreases in distribution costs and to the exclusive distribution of more preferred manufacturers by asymmetrically changing their price and distribution decisions across different retail channels

<span style="font-size:12.0pt;font-family: "Times New Roman";mso-fareast-font-family:"Times New Roman";mso-ansi-language: EN-GB;mso-fareast-language:EN-US;mso-bidi-language:AR-SA" lang="EN-GB">Green synthesis of novel isoxazoline derivatives using <i style="mso-bidi-font-style:normal">N</i>-methyl-α-chloro nitrone and their antibacterial activities </span>

1180-1185Microwave assisted 1,3-dipolar cycloaddition reaction of N-methyl-α-chloro nitrone with various alkynes as dipolarophile have been studied and found to afford diastereomeric novel isoxazoline derivatives with high selectivity. All the synthesized compounds have been screened for their antibacterial activity and are found to exihibit significant activity

Synthesis of some novel class of isoxazoline and isoxazolidine derivatives in ionic liquid <i style="mso-bidi-font-style:normal">via</i> 1,3-dipolar cycloaddition reaction of dihydropyran derived nitrones and their antimicrobial activities

218-2261,3-Dipolar cycloaddition of dihydropyran derived nitrones synthesized from 2,3 dihydro 4H-pyran and various hydroxylamines, with electron deficient alkynes are found to have significant rate acceleration and improved yields of isoxazolines in 1-Butyl-3-methylimidazolium based ionic liquids while with enals exclusively endo isoxazolidines are obtained with high selectivity. Synthetic potentiality of the novel isoxazolines and nitrones have been also tested successfully in peptide and aldehyde synthesis. All the novel isoxazoline and isoxazolidine derivatives have been screened for antimicrobial activities and found to be active

A global perspective on the marketing mix across time and space

The marketing mix (MM) is an integral part of a firm’s marketing strategy sitting at the nexus between a company and the marketplace. As such, it evolves together with the marketplace and its stakeholders. Over the past decade, three fundamental global drivers have emerged—advancements in technology, socioeconomic and geopolitical shifts, and environmental changes—that have caused major ongoing and intensifying evolutions in the marketplace, its stakeholders, and, in turn, the MM. We describe the resulting evolutions in the MM along four central questions: who is involved in the MM, what constitutes the MM, how is it implemented, and where is it deployed. We identify a blurring of roles and responsibilities relating to the MM (who), an extension and integration of the MM instruments (what), an increase in customization and fragmentation of its actions (how), and a growing recognition of emerging-market idiosyncrasies (where). Taking a look into the future, we observe that along each of the four dimensions, the MM has arrived at a crossroad, with opposing scenarios for its future: (i) more inter-firm collaboration versus marketing-mix protectionism, (ii) added complexity versus increased simplicity, (iii) further automation versus an increased recognition of the human touch, and (iv) local adaptation versus global uniformity in the marketing mix. Applying a contingency approach, we derive relevant moderators for these forthcoming evolutions and provide an extensive set of future research questions