New product planning, Global market entry, and Sustainable marketing
New product planning, global market entry, sustainable management and information technology applications to marketing planning. The articles of Professor Yoon have appeared in Management Science, International Journal of Research in Marketing, Journal of Business Research, Journal of Product Innovation Management, Industrial Marketing Management, Journal of Business-to-Business Marketing and other business journals.
I received BA from SNU, MBA from U. of Georgia, and Ph.D. from Penn State U. Having taught at Auburn U, I am currently a professor of marketing at UML.
The corporate reporting on a firm's commitment to sustainability tends to be overstated in comparison with the public perception or trust on the firm's actual performance and realized strategic investment. The gaps between the corporate claims and the public perceptions are examined to draw the managerial implications for the firm's promotion effort and the future of the corporate social responsibility.Yoon, E.
One of the management goals through the whole process of product innovation is speeding up the completion of concept generation/evaluation, design/development, and testing/programming for its timely market entry. The literature report various strategic supports for the acceleration of Time-to-Market of a new product, e.g. efficiently organizing a dedicated cross-functional team, collaboratively intensifying the resource commitment, proactively shortening the process of designing and prototyping, timely securing the capacity for manufacturing, and synergistically coordinating the marketing programs. The role and contribution of serial innovators is often essential to accomplish the complex tasks of timely developing and launching a new product, especially in many cases of radical innovation. The serial innovator’s capacity of bridging the gap between technology and market is based on their confidence and ability of understanding the customer’s problems and competitive environment, discovering the technical solutions, confirming the customer acceptance, and estimating the market potential of the new product.
This article examines a qualitative decision of launching a new product into the market as a pioneer or follower and explores the strategic and tactical implications of a case study on the new product success factors in relation to the role of serial innovators. The lessons from sixty pioneering and following market-entry cases confirm such success-factors as: Technical or technological superiority, Competitive advantages associated with the market-entry time, Enhanced customer service, Appeal to the customers with additional value, Superior quality of the product offering, Expanding industry and market demand, Cost or pricing advantages, Intelligence advantages, Brand identity or customer loyalty, and Partnership or leadership advantages. Many of these success factors for both pioneers and followers are closely related to and supported by the capacity of serial innovators having dual background and expertise in both science or engineering and business or marketing.