Marketing and Innovation Management

Karteikarten und Zusammenfassungen für Marketing and Innovation Management an der TU München

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Lerne jetzt mit Karteikarten und Zusammenfassungen für den Kurs Marketing and Innovation Management an der TU München.

Beispielhafte Karteikarten für Marketing and Innovation Management an der TU München auf StudySmarter:

In the context of innovation and marketing new products, what is "deadweight loss"?

Wählen Sie die richtigen Antworten aus:

  1. The loss a firm incurs if one of its products becomes obsolete because superior products come to the market?

  2. The systematic disadvantage that large, „heavy“ firms have compared to young, small firms when it comes to radical innovation.

  3. The welfare loss to society that is caused by pricing above marginal cost.

  4. The welfare loss to society that is caused by a monopolist that hinders innovation through its market power

Beispielhafte Karteikarten für Marketing and Innovation Management an der TU München auf StudySmarter:

What are problems of the R&D/production interface (symptoms)?

Beispielhafte Karteikarten für Marketing and Innovation Management an der TU München auf StudySmarter:

In the context of R&D interactions with the environment, which of the following strategies refers to outbound open innovation?

Wählen Sie die richtigen Antworten aus:

  1. Technology purchasing.

  2. Acquisition of innovative firms.

  3. Technology selling.

  4. Integration of ideas from users.

Beispielhafte Karteikarten für Marketing and Innovation Management an der TU München auf StudySmarter:

What does the study by Souder say about the R&D/marketing interface?

Beispielhafte Karteikarten für Marketing and Innovation Management an der TU München auf StudySmarter:

What are the reasons for problems in the R&D/production interface?

Beispielhafte Karteikarten für Marketing and Innovation Management an der TU München auf StudySmarter:

When discussing societal benefits and costs of patents, which of the following statements describes static inefficiency?

Wählen Sie die richtigen Antworten aus:

  1. Patents provide incentives for developing new technologies with inefficient characteristics for industrial application.

  2. Benefits obtained from patent licensing are distributed inefficiently.

  3. Patents provide exclusion rights and typically an inefficiently low use of the existing technology.

  4. Process costs for patenting are inefficiently high as compared to the arising benefits.

Beispielhafte Karteikarten für Marketing and Innovation Management an der TU München auf StudySmarter:

Which statement holds true for cross-functional teams in new product development (NPD)?

Wählen Sie die richtigen Antworten aus:

  1. Cross-functional development teams bring along high cost and time-to-market advantages.

  2. Cross-functional development teams are managed informally.

  3. Cross-functional development teams are only established in large incumbent companies.

  4. Cross-functional development teams are isolated from other teams.

Beispielhafte Karteikarten für Marketing and Innovation Management an der TU München auf StudySmarter:

Based on Cooper's (2001) stage-gate process, which activity is not related to the 'key homework stage' of building a business case?

Wählen Sie die richtigen Antworten aus:

  1. Detailed technical assessment

  2. Competitive analysis

  3. Detailed business and financial analysis

  4. Working with lead users

Beispielhafte Karteikarten für Marketing and Innovation Management an der TU München auf StudySmarter:

Which statement holds true for using trademarks as a protection mechanism?

Wählen Sie die richtigen Antworten aus:

  1. Trademarks relate to an individual product or technology rather than a series of products?

  2. Trademarks indicate that the overall impression of products differs from already existing designs.

  3. Trademarks mainly apply to artistic works and computer software.

  4. Trademarks relate to a brand and reputation, not individual advances.

Beispielhafte Karteikarten für Marketing and Innovation Management an der TU München auf StudySmarter:

Why does disharmony between R&D and marketing occur according to Souder?

Beispielhafte Karteikarten für Marketing and Innovation Management an der TU München auf StudySmarter:

What are likely failures in the PSI process?

Beispielhafte Karteikarten für Marketing and Innovation Management an der TU München auf StudySmarter:

What are measureable dimensions of performance of the PSI?

Kommilitonen im Kurs Marketing and Innovation Management an der TU München. erstellen und teilen Zusammenfassungen, Karteikarten, Lernpläne und andere Lernmaterialien mit der intelligenten StudySmarter Lernapp. Jetzt mitmachen!

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Beispielhafte Karteikarten für Marketing and Innovation Management an der TU München auf StudySmarter:

Marketing and Innovation Management

In the context of innovation and marketing new products, what is "deadweight loss"?
  1. The loss a firm incurs if one of its products becomes obsolete because superior products come to the market?

  2. The systematic disadvantage that large, „heavy“ firms have compared to young, small firms when it comes to radical innovation.

  3. The welfare loss to society that is caused by pricing above marginal cost.

  4. The welfare loss to society that is caused by a monopolist that hinders innovation through its market power

Marketing and Innovation Management

What are problems of the R&D/production interface (symptoms)?
  • Development cycles are too long and too expensive
  • Late, unplanned changes in product design

Marketing and Innovation Management

In the context of R&D interactions with the environment, which of the following strategies refers to outbound open innovation?
  1. Technology purchasing.

  2. Acquisition of innovative firms.

  3. Technology selling.

  4. Integration of ideas from users.

Marketing and Innovation Management

What does the study by Souder say about the R&D/marketing interface?

(he took 289 product dev project at 59 manufacturers randomly and did a survey on technical and commercial result and quality of interaction between R&D and marketing)

⇒ most of the cases (59%) show disharmony between R&D and marketing.

Marketing and Innovation Management

What are the reasons for problems in the R&D/production interface?
  • Rigid sequential development process with little overlapping
  • High uncertainty when defining cost and time targets
  • Too little flow of information between functions
  • Strategic objectives of top management not clear

Marketing and Innovation Management

When discussing societal benefits and costs of patents, which of the following statements describes static inefficiency?
  1. Patents provide incentives for developing new technologies with inefficient characteristics for industrial application.

  2. Benefits obtained from patent licensing are distributed inefficiently.

  3. Patents provide exclusion rights and typically an inefficiently low use of the existing technology.

  4. Process costs for patenting are inefficiently high as compared to the arising benefits.

Marketing and Innovation Management

Which statement holds true for cross-functional teams in new product development (NPD)?
  1. Cross-functional development teams bring along high cost and time-to-market advantages.

  2. Cross-functional development teams are managed informally.

  3. Cross-functional development teams are only established in large incumbent companies.

  4. Cross-functional development teams are isolated from other teams.

Marketing and Innovation Management

Based on Cooper's (2001) stage-gate process, which activity is not related to the 'key homework stage' of building a business case?
  1. Detailed technical assessment

  2. Competitive analysis

  3. Detailed business and financial analysis

  4. Working with lead users

Marketing and Innovation Management

Which statement holds true for using trademarks as a protection mechanism?
  1. Trademarks relate to an individual product or technology rather than a series of products?

  2. Trademarks indicate that the overall impression of products differs from already existing designs.

  3. Trademarks mainly apply to artistic works and computer software.

  4. Trademarks relate to a brand and reputation, not individual advances.

Marketing and Innovation Management

Why does disharmony between R&D and marketing occur according to Souder?
  • Different languages and culture (e.g. technical vs. business people)
  • Different objectives
  • lack of trust in information from other functions (NIH syndrome)
  • lack of credibility of information source

Marketing and Innovation Management

What are likely failures in the PSI process?
  • Do not meet user needs
  • Not sufficiently differentiated from products of competitors
  • Do not meet technical specification
  • Too highly priced for perceived value
  • Too late to market
  • Do not comply with regulatory requirements
  • Compete with the company’s other products and services
  • Lack strategic alignment with the business portfolio

Marketing and Innovation Management

What are measureable dimensions of performance of the PSI?
  • Productivity (Resources committed against new products over time)
  • Speed to market (time between start of project and commercialization)
  • Flexibility (elapsed time between concept freeze and market introduction)
  • Quality (degree of fit between the PSI quality function and the actual quality achieved)
  • Overall fit (relationship between PSI outcome with the strategy goals and feedback from the market)

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