Browsing by Author "Manceau, Delphine"
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- Drivers and pathways of NPD success in the marketing–external design relationshipPublication . Hemonnet-Goujot, Aurélie; Manceau, Delphine; Abecassis-Moedas, CélineMarketing often cooperates with external design in the new product development (NPD) process. While this relationship is crucial for NPD success and is a typical case of interorganizational collaboration between a business-oriented function (marketing) and a creative partner (external design), a comprehensive understanding of this relationship remains lacking. As the NPD field evolves to open systems that have changed concepts like functional integration into interorganizational integration, this study contributes to NPD literature by developing an integrated conceptual framework leading to a model of drivers and pathways of NPD success in the marketing–external design relationship. Building on the literature on NPD, design management and relationship marketing, and on nine dyadic case studies from the luxury fragrance and cosmetics industry, a content analysis was conducted, enriched by a crisp-set qualitative comparative analysis (QCA). This research confirms several NPD success drivers suggested in the literature and reveals three new drivers: source of design expertise, designer brand commitment, and number of NPD stages involving designer. The first new driver (source of design expertise) impacts the relationship process, which then impacts NPD success, while the other two drivers (designer brand commitment, and number of NPD stages involving designer) directly influence NPD success. The paper also identifies the pathways of NPD success, showing that contact authority and designer brand commitment are necessary conditions for NPD success, especially when combined with a high number of NPD stages involving designer or a previous relationship. The results also indicate that pathways of NPD success may differ according to the source of design expertise. From a managerial perspective, this study provides recommendations to managers to select the right design partner and choose from a range of drivers and pathways to devise more effective ways to work with external designers, thereby leading to NPD success.
- Imprinting of founders' entrepreneurial motivations on enterprises' practices and processes: the context of creative industriesPublication . Abecassis-Moedas, Céline; Manceau, Delphine; BenMahmoud-Jouini, Sihem; Pereira, JoanaThis paper explores the imprinting of entrepreneurs' motivations on the practices and processes of enterprises. We investigate the question in the context of creative industries (CIs) as an extreme case of entrepreneurial motivations (EMs) prevalence. We analyse the EM of 14 founders of design consultancies. Three EMs emerge: self-fulfilment, freedom and financial motivation. The qualitative analysis reveals that the founders' EMs at the time of a venture's founding has a lasting impact on the characteristics of the venture (name, processes formalization, decision-making processes, performance measures and growth strategies). Specifically, founders driven by self-fulfilment tend to build ventures named after them. In these ventures, processes are informal, decision-making is centralized, performance measures are based on personal satisfaction and recognition and enterprise growth is restrained. Founders who seek freedom tend to run enterprises with semiformal processes, semicentralized decision-making, a client satisfaction focus, and slow growth strategies. In contrast, founders with financial motivations tend to create enterprises with formal processes, decentralized decision-making, financial performance metrics and growth ambitions. By focusing on EM and adopting a holistic approach beyond some characteristics of the venture, we complement the imprinting literature.
- Key resources and internationalization modes of creative knowledge-intensive business services: the case of design consultanciesPublication . Abecassis-Moedas, Celine; Mahmoud-Jouini, Sihem Ben; Dell'Era, Claudio; Manceau, Delphine; Verganti, RobertoIn the 'knowledge economy', knowledge-intensive business services (KIBS) are a key driver for innovation and competitiveness. The internationalization of these businesses raises challenges given their specificities such as knowledge intensity, the importance of customer interaction and intimacy in service delivery. This paper focuses on design consultancies as a specific type of creative KIBS for which these characteristics are emphasized. The objective of this research is to analyse the resources leveraged by the firms to compete internationally. It is based on 11 case studies of design consultancies located in five different countries (France, Italy, Portugal, Spain and the UK) that were selected for their capacity to perform at the international level for several years. The paper advances three internationalization modes depending on contingent variables and focusing on specific resources that enable international competitiveness: star-based, process-based and glocality-based. In star-based creative KIBS, the individual designer has developed a reputation that attracts customers internationally, operating as a brand. In process-based creative KIBS, the reputation of a collective creative process attracts clients from other countries. In glocality-based creative KIBS, the geographical proximity obtained by opening international offices helps to develop a close understanding of the client through frequent interactions, and also to know the client's market well and to better understand local codes and signs. These modes complement those presented in the existing internationalization literature which takes the peculiarities of creative KIBS into consideration.
- When external design and marketing collaborate to develop new products: a typology of patternsPublication . Hemonnet-Goujot, Aurélie; Abecassis-Moedas, Céline; Manceau, DelphineWith the rise of open innovation, external design is increasingly called upon, especially by marketing. However, the research on collaboration between external design and marketing in the new product development (NPD) process is still in progress. While the literature suggests that resorting to external design is a means to increase product innovativeness, not all products developed in such a way are innovative. Furthermore, the sources of design expertise are diverse and the strategies that firms use to manage them remain unclear. Thus, this paper aims to identify and analyze the various collaboration patterns between external design and marketing in the NPD process and especially how such patterns affect new product innovativeness. Building on seven case studies, this research proposes a typology of three collaboration patterns between external design and marketing in the NPD process. The first category develops a pattern of collaboration with a strong marketing lead that relies on customer-based designers. The second depicts collaboration with a strong design lead that relies on process-based designers. In the third categorization, a co-branding pattern through collaboration with star-based designers is developed. Theoretical and managerial implications are presented along with the challenges in the complexity of finding the right balance between product innovativeness and brand consistency.