Extending technology for market disruption: a case study

Author: Notarantonio Elaine M.   Jr Charles J. Quigley  

Publisher: Emerald Group Publishing Ltd

ISSN: 1061-0421

Source: Journal of Product and Brand Management, Vol.22, Iss.4, 2013-07, pp. : 309-313

Disclaimer: Any content in publications that violate the sovereignty, the constitution or regulations of the PRC is not accepted or approved by CNPIEC.

Previous Menu Next

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.