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Show morePrevious research and literature highlight the factors that influence the success and failure of delivering new product development (NPD) to achieve back-end innovation. In particular, previous research identifies the key importance of executive sponsorship/championship on the success of back-end innovation by delivering NPD. Despite this key finding, NPD delivery continues to fail even with executive sponsorship/championship engagement. Stewardship is a construct that executive sponsors/champions use to ensure that the NPD delivery is aligned with the best interests of the organization and its stakeholders. The aim of this study is to provide an understanding of how stewardship affects the sponsorship/championship role and affects the delivery of NPD to achieve back-end innovation. To address this phenomenological gap in the innovation, product management, and stewardship literature, a qualitative inquiry was conducted to explain stewardship from the perspective of senior management roles in new product development projects and how it contributes to its successful delivery of innovation. Semi-structured interviews with individuals who have worked with or have served as executive sponsors/champions in small, medium, and large U.S. organizations in the service-based industry were conducted to understand their “lived” experiences in delivering new products. Their responses reveal that successful delivery of NPD is influenced by a stewardship capability expressed as acting with transparency, cultivating high performing team, building strong relationships/networks, and through a unique combination of perspectives forming a new phenomenon named “Panterprise Perspective” that are employed by both the sponsors/champions and the teams. Keywords: Stewardship; new product development; sponsor; champion; back-end innovation; panterprise; collectivism; transparency; trust; strong networks; relationship; social capital; psychological safety; shared objectives; high-performing teams; communication.
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Show moreNearly 50% of the U.S. population is described as always on, always present, and always connected, with the label always-on connected consumers (AOCCs) emerging as one of the most popular in practice. This consumer group is a powerful and influential part of the U.S. economy that will continue to grow and influence retailing even more than it does today. To better understand the shopping behavior of this group, we interviewed 40 hyper-digital men and women age 18 and 65 and collected more than 200 stories about their positive and negative shopping experiences. The findings describe who these consumers are and why relevant marketing communication matters. Seven dynamic shopping/shopper identities are also identified, raising questions about traditional customer segmentation using profiles and personas. Last, three contradictions voiced around privacy, online reviews, and retailer hospitality are discussed. Together, the study’s six findings have implications for retail executives as they continue to shift marketing dollars away from traditional efforts and toward digital ones to more efficiently target and reach consumers and invest in new growth strategies and digital initiatives. They also provide insights for new academic research. Keywords: always-on connected consumer (AOCC), retail, retailing, online shopping, digital commerce, e-commerce, shopping, shopping behavior, digital marketing, customer engagement, omni-channel, marketing relevance, consumer behavior, dynamic shopping/shopper identities, marketing communication, customer segmentation
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