$\"\"$ trends are ever-evolving. From sustainable design and adaptive UX technology to more efficient architecture and interior design solutions, even accessible virtual reality, modern innovations are reshaping how we create and connect.<\/p>\n\n\n\n<p>Have you thought about pursuing a graduate degree or certificate in design? If you\u2019ve brushed off the idea before, it might be time to take another look. Join <a href=https://www.ama.org/"https:////go.csun.edu//MDI?utm_source=ama&utm_medium=article_feb&utm_campaign=mdi01_fall25&utm_content=sponsoredcontent\%22>CSUN\u2019s Design and Innovation program<\/a> to drive innovation in your career. We\u2019re here to help you push the boundaries of your creativity.<\/p>\n\n\n\n<p>Our program offers more than just advanced skills\u2014it\u2019s an opportunity to challenge your design philosophies and grow in ways you never imagined. CSUN graduates are leading the charge by blending cutting-edge ideas with initiatives that champion diversity, sustainability, and inclusion. Plus, you\u2019ll join a community of like-minded designers and creators, expanding your professional network and support system.<\/p>\n\n\n\n<p>Take your expertise to the next level with a degree or certificate in Design and Innovation from CSUN. Our online <a href=https://www.ama.org/"https:////tsengcollege.csun.edu//programs//MDI//course-schedules//cohort?c=MDI01\%22>design and innovation courses<\/a> are tailored for professionals in marketing, design, and business. And with the flexibility to learn on your schedule, there\u2019s no better time to invest in your future.<\/p>\n\n\n\n<p><strong>Innovation-Driven Career Growth<\/strong><\/p>\n\n\n\n<p>The fully online Masters in Design and Innovation program at CSUN is comprised of three certificates that can be earned independently or \u201cstacked\u201d to create a personalized degree plan. Each certificate focuses on three key areas in the field to help students meet their professional and educational goals.<\/p>\n\n\n\n<p>Certificates can be earned in Design for Strategy & Systems, Design for Experiences & Interactions, and Design for Leadership & Impact.<\/p>\n\n\n\n<p>When coursework is completed, you\u2019ll join a student cohort to complete a graduate project. These projects offer practical experience and the opportunity to collaborate with top industry professionals. You\u2019ll graduate ready to step into the design career you\u2019ve always envisioned\u2014with real-world expertise to back you up.<\/p>\n\n\n\n<p><strong>Earn an advanced design thinking education<\/strong><\/p>\n\n\n\n<p>You\u2019ve built a career you\u2019re proud of. Now is the time to master advanced skills in creative problem-solving and strategic leadership. Are you ready to amplify everything you\u2019ve learned and earned and take it to the next level? With a degree or certificate in Design and Innovation from CSUN, you\u2019re next step is only a click away.<\/p>\n\n\n\n<p><strong>Source:<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-embed\"><div class=\"wp-block-embed__wrapper\">\nhttps:\/\/www.uxmatters.com\/mt\/archives\/2023\/12\/designing-the-future-trends-and-innovations.php\n<\/div><\/figure>\n\n\n\n<p>Moumita Sen<\/p>\n\n\n\n<p>Marketing Strategy & Research Analyst<\/p>\n\n\n\n<p><\/p>\n","post_title":"Ready to level up your design skills with cutting-edge tech?","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"ready-to-level-up-your-design-skills-with-cutting-edge-tech","to_ping":"","pinged":"","post_modified":"2025-02-19 08:25:35","post_modified_gmt":"2025-02-19 14:25:35","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=184165","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":181934,"post_author":"109","post_date":"2025-01-31 13:48:39","post_date_gmt":"2025-01-31 19:48:39","post_content":"\n<p>The 2025 AMA Marketing Skills Report identifies the skills required to thrive as a marketer today and in the future. Based on a survey of 1,200+ marketers, over 450 job postings and interviews with industry experts, this report lays out the new realities shaping the field of marketing---including the AI transformation, shifting consumer expectations and unprecedented changes to marketing channels---as well as the skills marketers will need to stay ahead.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-highlights\">Highlights<\/h2>\n\n\n\n<ul class=\"wp-block-list\">\n<li>In this age of automation, marketers who want to stay competitive should not lose sight of the importance of \u201chuman\u201d skills\u2014especially communication, innovation and adaptability.<\/li>\n\n\n\n<li>When it comes to job-specific skills, the largest current competency gaps are in digital marketing, data and analytics, proving ROI and data privacy and compliance. These are areas where marketers are not fully equipped to meet the demands of their roles today.<\/li>\n\n\n\n<li>Marketers report a high level of uncertainty about how skills related to technology and channels will change over the coming years. This volatility is most apparent in AI, data privacy, search and social media.<\/li>\n\n\n\n<li>Gen AI is the top rated future skill, with 43% of survey respondents predicting it will become more important in five years.<\/li>\n\n\n\n<li>Data privacy is quickly rising in importance as a skill for marketers, driven by a wave of comprehensive state-based regulations and mounting consumer pressure.<\/li>\n<\/ul>\n\n\n\n<div style=\"height:13px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<div class=\"wp-block-ama-roleblock\"><p><\/p>\n<div style=\"height:50px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<div class=\"wp-block-button aligncenter is-style-fill\"><a class=\"wp-block-button__link wp-element-button\" href=https://www.ama.org/"https:////myama.force.com//services//oauth2//authorize?response_type=code&client_id=3MVG9CEn_O3jvv0w2UhdWBwPSVH0HQeYkNhAufvhjDMNkScGyF_5ncMuk0mJQWZ9vOZtfcRT0uuSlO65nJjvW&redirect_uri=https%3A%2F%2Fwww.ama.org%2Fsf%2Fredirect&state=https%3A%2F%2Fwww.ama.org%2F2025%2F01%2F31%2F2025-marketing-skills-report\%22>LOGIN AS A MEMBER TO DOWNLOAD<\/a><\/div>\n\n\n\n<div style=\"height:25px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<p class=\"has-text-align-center has-grey-900-color has-text-color has-link-color\">Not a member? <a href=https://www.ama.org/"https:////www.ama.org//ama-member-benefits///">Explore membership<\/a> or <a href=https://www.ama.org/"https:////resources.ama.org//2025-marketers-skills-report-nm/">enter your details to download the report<\/a>.<\/p>\n\n\n\n<div style=\"height:50px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n<\/div>\n\n\n\n<div class=\"wp-block-ama-roleblock\"><p><\/p>\n<div class=\"wp-block-button\"><a class=\"wp-block-button__link wp-element-button\" href=https://www.ama.org/"https:////www.ama.org//wp-content//uploads//2025//01//AMA-Skills-Marketers-Need-2025-And-Beyond.pdf/">Download The Full Report<\/a><\/div>\n\n\n\n<div style=\"height:50px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n<\/div>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-level-up-your-skills-with-the-ama\">Level Up Your Skills With the AMA<\/h2>\n\n\n\n<p>AMA offers training and certificates in the critical skills marketers need to advance and future-proof their careers.<\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n<div class=\"wp-block-media-text is-stacked-on-mobile has-beige-100-background-color has-background\"><figure class=\"wp-block-media-text__media\"><img src=https://www.ama.org/"https:////www.ama.org//wp-content//uploads//2024//10//Toolkits.jpg?w=1024\%22 alt=\"\" class=\"wp-image-173357 size-full\"\/><\/figure><div class=\"wp-block-media-text__content\">\n<h2 class=\"wp-block-heading\" id=\"h-find-more-learning\">Find More Learning<\/h2>\n\n\n\n<p>Our courses cover a wide range of topics, and you can choose from a variety of in-person and online formats that fit your schedule.<\/p>\n\n\n\n<div class=\"wp-block-buttons\">\n<div class=\"wp-block-button is-style-secondary\"><a class=\"wp-block-button__link wp-element-button\">See All Upcoming Learning<\/a><\/div>\n<\/div>\n<\/div><\/div>\n\n\n\n<p><\/p>\n","post_title":"The Skills Marketers Need in 2025 and Beyond","post_excerpt":" ","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"2025-marketing-skills-report","to_ping":"","pinged":"","post_modified":"2025-03-26 13:53:09","post_modified_gmt":"2025-03-26 18:53:09","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=181934","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":181842,"post_author":"202113","post_date":"2025-01-21 05:00:00","post_date_gmt":"2025-01-21 11:00:00","post_content":"\n<p>Over 30,000 new products are launched annually, yet 95% fail. Recent examples, such as the contrasting fates of Google Glass and Ray-Ban Meta Smart Glasses, highlight how timing can make or break technology adoption. A <a href=https://www.ama.org/"https:////doi.org//10.1177//00222429241280405/" target=\"_blank\" rel=\"noreferrer noopener\">new <em>Journal of Marketing<\/em> study<\/a> finds that timing is more than a logistical decision\u2014it is a strategic tool that determines whether stakeholders embrace or reject innovation. <\/p>\n\n\n\n<p>Our research team uncovers how firms can strategically time their technology launches by aligning internal coordination with stakeholder readiness. Success comes when managers treat timing as a dynamic, strategic process that creates trust, clarity, and excitement among stakeholders.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-key-findings-nbsp\"><strong>Key Findings<\/strong> <\/h2>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-the-four-timing-scenarios\"><strong><em>The Four Timing Scenarios<\/em><\/strong><\/h4>\n\n\n\n<p>We identify four timing scenarios that shape the outcomes of tech launches: <\/p>\n\n\n\n<ol start=\"1\" class=\"wp-block-list\">\n<li><strong>Antagonistic Timing<\/strong>: Low firm coordination and low stakeholder readiness create a \u201cdelegitimate\u201d launch moment. For example, Google Glass failed in 2013 because of privacy concerns and cultural resistance. <\/li>\n<\/ol>\n\n\n\n<ol start=\"2\" class=\"wp-block-list\">\n<li><strong>Synergistic Timing<\/strong>: High firm coordination and high stakeholder readiness lead to a successful launch. Ray-Ban Meta Smart Glasses exemplify this, entering a market now open to augmented reality eyewear. <\/li>\n<\/ol>\n\n\n\n<ol start=\"3\" class=\"wp-block-list\">\n<li><strong>Flexible Timing<\/strong>: High stakeholder readiness but low firm coordination. Stakeholders drive the market, requiring firms to act swiftly to meet demand. <\/li>\n<\/ol>\n\n\n\n<ol start=\"4\" class=\"wp-block-list\">\n<li><strong>Inflexible Timing<\/strong>: High firm coordination but low stakeholder readiness. Firms must work to build trust and align expectations to overcome skepticism. <\/li>\n<\/ol>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-timing-as-a-strategic-process\"><strong><em>Timing as a Strategic Process<\/em><\/strong><\/h4>\n\n\n\n<p>Timing is a social game that requires tact, patience, and foresight. Launching too early risks overwhelming stakeholders, while launching too late can result in missed opportunities. Success lies in calibrating firm actions to meet stakeholder readiness. <\/p>\n\n\n\n<p>Firms must build market readiness by addressing four key factors: utility, legislative standards, shared values, and interpersonal trust. These efforts ensure stakeholders view the launch as credible, relevant, and aligned with their needs. <\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-lessons-from-technology-markets\"><strong><em>Lessons from Technology Markets<\/em><\/strong><\/h4>\n\n\n\n<p>The journey from antagonistic to synergistic timing often involves reintroducing products that failed previously. For instance, the augmented reality market took a decade to mature after Google Glass, paving the way for current successes. Flexible and inflexible timing scenarios are transitional stages. Managers navigating these moments must focus on bridging gaps between stakeholder expectations and firm actions. For example, firms facing inflexible timing need to create boundaries and trust to make disruptive technologies more accessible. <\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-practical-recommendations-for-managers-nbsp\"><strong>Practical Recommendations for Managers<\/strong> <\/h2>\n\n\n\n<p><strong>Understand the Timing Scenarios<\/strong>: Managers must assess whether their launch moment aligns with stakeholder readiness and internal coordination. Identifying the current scenario\u2014antagonistic, synergistic, flexible, or inflexible\u2014provides a roadmap for action.<\/p>\n\n\n\n<p>Managers should be aware that individuals\u2019 timing norms may differ by technology type, as evidenced by Google's various product launches occurring in different market timing situations: Google Glass was launched in antagonistic timing, Google Gemini and its extension Google Lumiere are facing flexible timing, and Google Fitbit 6 was launched in an inflexible timing situation<\/p>\n\n\n\n<p><strong>Build Stakeholder Readiness<\/strong>: Invest in education, marketing, and regulatory alignment to create a foundation of trust and familiarity. These steps help stakeholders understand the product\u2019s value and reduce resistance. <\/p>\n\n\n\n<p><strong>Treat Timing as a Continuous Process<\/strong>: Rather than viewing timing as a single decision, managers should approach it as a series of adjustments. This dynamic approach ensures launches remain aligned with evolving market conditions.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-decision-tree\"><em>Decision Tree<\/em><\/h4>\n\n\n\n<p>So how can managers make the right decision? We provide a decision tree with suggestions for marketing research:<\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img src=https://www.ama.org/"https:////www.ama.org//wp-content//uploads//2025//01//decision-tree-fig4.jpeg?resize=1024,459\%22 alt=\"\" class=\"wp-image-181850\"\/><\/figure>\n\n\n\n<p>Before launching a product, managers must ensure alignment between their firm's and stakeholders' timing norms (e.g., consumers, influencers, regulators). This involves market research through surveys or interviews to identify optimal timing (see potential questionnaire below). If timing norms align, the market is ready and a launch date can be set immediately. Misalignment requires further analysis of stakeholders\u2019 willingness to adapt, using specific questions to gauge flexibility.<\/p>\n\n\n\n<p>If stakeholders are willing to adapt, managers should use strategies like preannouncements, demos, and soft releases to cocreate an ideal launch moment. Publicizing minor imperfections can help build readiness, especially in market-driving situations. For stakeholders unwilling to adapt, managers should focus on building trust by controlling the product\u2019s scope and allowing gradual changes to prepare the market.<\/p>\n\n\n\n<p>If these approaches fail, managers should consider waiting for the market to mature naturally before revisiting the decision-making process. However, if the market remains resistant, any launch risks failure, necessitating a revision of the product.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-sample-questionnaire\"><em>Sample Questionnaire<\/em><\/h4>\n\n\n\n<p><strong>Questions to gauge if a firm\u2019s employee and stakeholder timing norms are aligned:<\/strong><\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>Do you watch out for new technology releases?<br>a. Probe: If so, for which product categories?<br>b. Probe: If so, how do you hear about new tech product releases?<br><br><\/li>\n\n\n\n<li>How do prospective technology innovation releases make you feel? (e.g., excited, horrified,<br>worried, hopeful)<br>a. Probe: What kinds of technologies are you most excited about?<br>b. Probe: What kinds of technologies are you most scared of?\n<ul class=\"wp-block-list\">\n<li>i. Probe: What changes would have to happen to switch your fear to enthusiasm<br>for the new technology?<br><br><\/li>\n<\/ul>\n<\/li>\n\n\n\n<li>Do you feel equipped to incorporate prospective technology innovations at your workplace?<br>a. Probe: How do you feel equipped or not?<br><br><\/li>\n\n\n\n<li>Do you feel equipped to incorporate prospective technology innovations in your home?<br>a. Probe: How do you feel equipped or not?<br><br><\/li>\n\n\n\n<li>Do you feel equipped to incorporate prospective technology innovations in your hobbies and<br>leisure activities?<br>a. Probe: How do you feel equipped or not?<br><br><\/li>\n\n\n\n<li>Is [the specific function] of [firm\u2019s new technology] useful to you? (Question relates to<br>pragmatic legitimacy pillar)<br>a. Probe: If no, can you describe a future situation where [specific function] of this<br>technology would become useful you?<br><br><\/li>\n\n\n\n<li>Does [specific function] of [firm\u2019s new technology] make you feel anxious? annoyed? angry?<br>displeased?<br>a. Probe: If yes, can you describe a future situation where [specific function] of [firm\u2019s<br>new technology] would not make you feel positive emotions?<br><br><\/li>\n\n\n\n<li>In your opinion, are there current laws and official regulations in place to regulate [specific<br>function] of [firm\u2019s new technology]? (Question relates to regulative legitimacy pillar)<br>a. Probe: If yes, please describe the current laws and regulations that you think apply.<br>b. Probe: If not, what laws and regulations should be put in place in the future to regulate<br>[specific function] of this technology?<br><br><\/li>\n\n\n\n<li>Do you think the world would be a better place overall with [firm\u2019s new technology]?<br>(Question relates to normative legitimacy pillar)<br>a. Probe: Please describe your answer.<br><\/li>\n\n\n\n<li>Do you think [specific function] of [firm\u2019s new technology] can improve your standing<br>among your peers at work? Among your family and friends? (Question relates to relational<br>legitimacy pillar)<br>a. Probe: If no, can you describe a future situation where [specific function] would not<br>compromise you with your peers at work? At home and in your social circles?<br><br><\/li>\n\n\n\n<li>Can you currently make sense of [specific function] of [firm\u2019s new technology]? (Question<br>relates to regulative cultural-cognitive legitimacy pillar)<br>a. Probe: If no, can you describe a future situation where [specific function] of this<br>technology would make sense to you?<br><br><\/li>\n\n\n\n<li>When do you think [firm\u2019s new technology] should be launched?<br>a. Probe: Please justify your answer.<\/li>\n<\/ol>\n\n\n\n<p><strong>Questions to gauge if stakeholders are willing to change their timing norms:<\/strong><\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>Are you willing to change your practices and habits now if a new technology was created that<br>significantly improved society?<br>a. Probe: If no, can you imagine a future where you would change your practices and<br>habits for this prospective technology? What would this future look like?<br><br><\/li>\n\n\n\n<li>Are you willing to change your practices and habits now if a new technology was created that<br>made your work routines easier and\/or more efficient?<br>a. Probe: If no, can you imagine a future where you would change your practices and<br>habits at work for this prospective technology? What would this future look like?<br><br><\/li>\n\n\n\n<li>Are you willing to change your practices and habits now if a new technology was created that<br>made your home life and routines easier and\/or more efficient?<br>a. Probe: If no, can you imagine a future where you would change your practices and<br>habits at home for this prospective technology? What would this future look like?<br><br><\/li>\n\n\n\n<li>Are you willing to change your practices and habits now if a new technology was created that<br>made your hobbies and leisure time more entertaining?<br>a. Probe: If no, can you imagine a future where you would change your practices and<br>habits during your leisure time for this prospective technology? What would this future<br>look like?<br><br><\/li>\n\n\n\n<li>Are there certain industries where you are comfortable with a company releasing an unfinished<br>technological innovation for consumers to try and test?<br>a. Probe: Which industries?<br><br><\/li>\n\n\n\n<li>Are there specific industries where you think companies should never release a technological<br>innovation before it is fully finished and thoroughly tested?<br>a. Probe: Which industries?<\/li>\n<\/ol>\n\n\n\n<p>Timing is not just about \u201cwhen\u201d but about \u201chow.\u201d Firms that treat timing as a strategic tool can transform innovation into market success. Whether rescuing a failed product or launching a groundbreaking new technology, aligning firm actions with stakeholder readiness is key to achieving synergistic timing. <\/p>\n\n\n\n\n\n<p><strong>Source:<\/strong> Thomas Robinson and Ela Veresiu, \u201c<a href=https://www.ama.org/"https:////doi.org//10.1177//00222429241280405/" target=\"_blank\" rel=\"noreferrer noopener\">Timing Legitimacy: Identifying the Optimal Moment to Launch Technology in the Market<\/a>,\u201d <em><em><a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing///" target=\"_blank\" rel=\"noreferrer noopener\">Journal of Marketing<\/a><\/em><\/em>.<\/p>\n\n\n\n<p>Go to the <em><a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing///" target=\"_blank\" rel=\"noreferrer noopener\">Journal of Marketing<\/a><\/em><\/p>\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n","post_title":"How to Time Your Product Launch for Maximum Success","post_excerpt":"This Journal of Marketing study provides managers with resources to launch new tech at the optimal time.","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"how-to-time-your-product-launch-for-maximum-success","to_ping":"","pinged":"","post_modified":"2025-01-21 11:30:06","post_modified_gmt":"2025-01-21 17:30:06","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=181842","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":170728,"post_author":"146335","post_date":"2024-09-20 16:11:51","post_date_gmt":"2024-09-20 21:11:51","post_content":"\n<h4 class=\"wp-block-heading\" id=\"h-is-ai-innovation-or-intrusion-get-an-inside-look-into-how-teens-feel-about-using-and-not-using-generative-ai\">Is AI innovation or intrusion? Get an inside look into how teens feel about using (and not using) generative AI.<\/h4>\n\n\n\n<p>AI is everywhere in the business world, but for teens it\u2019s just getting started. Download our article and infographic to discover how teens are interacting with AI and how they feel it could impact their future.<\/p>\n\n\n\n<a class=\"wp-block-ama-download button button-solid button-red\" href=https://www.ama.org/"https:////ama.tradepub.com//c//pubRD.mpl?secure=1&sr=pp&_t=pp:&qf=w_defa7093&ch=\%22 download>Download<\/a>\n\n\n\n<p><\/p>\n","post_title":"Gen Z Insights: How They Really Feel About AI","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"gen-z-insights-how-they-really-feel-about-ai","to_ping":"","pinged":"","post_modified":"2024-09-20 16:16:30","post_modified_gmt":"2024-09-20 21:16:30","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=170728","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":162449,"post_author":"146335","post_date":"2024-07-12 11:04:52","post_date_gmt":"2024-07-12 16:04:52","post_content":"\n<h4 class=\"wp-block-heading\" id=\"h-the-must-read-guide-for-marketing-leaders-who-want-to-empower-their-teams-in-the-ai-era-and-positively-shape-the-future-of-marketing\">The must-read guide for marketing leaders who want to empower their teams in the AI Era and positively shape the future of marketing.\u00a0<\/h4>\n\n\n\n<p>Marketing leaders have a unique opportunity to impact and drive corporate strategy in this era of AI-driven innovation. In early 2023, BlueOcean gathered marketing executives from leading brands at a workshop to share their perspectives on AI. At that workshop, the group defined a set of focus areas for leaders who envision a future where AI empowers (not replaces) human innovation and creativity. <\/p>\n\n\n\n<p>Today, their perspectives still hold true and are more important than ever. In this guide, we summarize their collective perspectives on what it takes to successfully adapt to an AI-empowered future.<\/p>\n\n\n\n<p>Read the guide to learn:<\/p>\n\n\n\n<ul>\n<li>Promises and pitfalls of AI<\/li>\n\n\n\n<li>Skills and competencies required<\/li>\n\n\n\n<li>Organizational culture<\/li>\n<\/ul>\n\n\n\n<a class=\"wp-block-ama-download button button-solid button-red\" href=https://www.ama.org/"https:////ama.tradepub.com//c//pubRD.mpl?secure=1&sr=pp&_t=pp:&qf=w_bluy74&ch=\%22 download>Download<\/a>\n\n\n\n<p><br><br><\/p>\n","post_title":"GUIDE: Building an AI-empowered Marketing Organization","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"guide-building-an-ai-empowered-marketing-organization","to_ping":"","pinged":"","post_modified":"2024-07-12 11:07:09","post_modified_gmt":"2024-07-12 16:07:09","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=162449","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":150686,"post_author":"180004","post_date":"2024-03-05 12:35:20","post_date_gmt":"2024-03-05 18:35:20","post_content":"\n<iframe src=https://www.ama.org/"https:////podcasters.spotify.com//pod//show//jm-buzz//embed//episodes//How-Should-a-Firm-Collaborate-with-Suppliers-to-Co-develop-Products-e2mndgj//a-abfacc3/" height=\"161px\" width=\"100%\" frameborder=\"0\" scrolling=\"no\"><\/iframe>\n\n\n\n<div style=\"height:25px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<p>When a giant multinational like Unilever partners with one of its major suppliers, such as the industrial enzyme-producer Novozyme, the collaboration can fast-track innovation and improve business performance. Such a partnership between a firm and a supplier brings together knowledge, technologies, and other resources to create a product, service, or solution\u2014and industry reports indicate that up to 85% of firms believe these collaborations are an effective means of innovation.<\/p>\n\n\n\n<p>This broader impact of product co-development collaboration is aptly captured in the following public statement by the multinational pharmaceutical company Bristol-Myers Squibb:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p class=\"has-medium-font-size\">As critical drivers of our strategy, external innovation and partnering have brought significant commercial success and pipeline growth. Twelve of our company\u2019s twenty blockbuster medicines are derived from collaborations. In addition, more than sixty percent of our current development pipeline is externally sourced bringing significant external innovation to complement our internal capabilities and innovation.<\/p>\n<\/blockquote>\n\n\n\n<p>However, such collaborations also expose the firm to various transactional hazards such as knowledge spillovers and opportunism. In a <a href=https://www.ama.org/"https:////doi.org//10.1177//00222429231222269/" target=\"_blank\" rel=\"noreferrer noopener\">new <em>Journal of Marketing<\/em> article<\/a>, we demonstrate how misaligned contracts can erode innovation outcomes of high-tech firms. The danger looms large when a firm fails to consider its positioning strategy and functional capabilities when crafting innovation collaboration contracts with its suppliers. This creates a barrier to a firm\u2019s ability to generate sustained dividends from its broader marketing strategy.<\/p>\n\n\n\n<p>Strategic decisions taken by firms are based on the presumed value generated from the implementation of the decisions and the presumed costs incurred in the process. As important as innovation co-developments are to a firm\u2019s broader marketing strategy, managers should ask themselves an important question: Will such contracts help sustain any strategy dividend? The strategy dividend can be whittled away if there is no \u201cfit\u201d between a firm\u2019s strategic positioning, functional capabilities, and the governance modes of co-development.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-the-downsides-of-joint-venture-partnerships\">The Downsides of Joint Venture Partnerships<\/h2>\n\n\n\n<p>Consider, for example, industry observations that <a href=https://www.ama.org/"https:////hbr.org//2020//09//joint-ventures-and-partnerships-in-a-downturn/" target=\"_blank\" rel=\"noreferrer noopener\">Joint Venture (JV) partnerships can help firms navigate economic downturns<\/a>. Economic downturns impose a need for cost efficiencies, and JVs can be useful because of presumed close coordination between the two entities. Yet, as our hypotheses and results show, this economic dividend can only be realized when firms have high technological capabilities. For firms with similar efficiency orientations, we estimate that their technological capabilities are associated with an increase of 5.2% in innovation performance for JVs, but not for technology licensing contracts and joint development agreements.<\/p>\n\n\n\n<p>On the other hand, estimates show that strong marketing capabilities in the same situation are associated with a decrease of 17.9% in innovation performance for JVs. Additionally, marketing capabilities seem to be more benign for joint development agreements in high differentiation-oriented firms. For such firms, marketing capabilities are associated with an increase of 7.8% in innovation performance for joint development agreements.<\/p>\n\n\n\n<p>One of our central themes is that the idea of fit in co-development collaborations comes with underlying notions of misalignment costs that need to be recognized. While mapping the bases of misalignment, we highlight the keystone role of the firm\u2019s positioning strategy in innovation collaborations. Strategy frames how a firm deploys its resources and focuses its energies. So, a misalignment will naturally manifest in inefficiency, perhaps one that will emerge over time. As our empirical results bear out, misalignment between collaboration contracts, capabilities, and strategy significantly erodes innovation outcomes.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-lessons-for-chief-marketing-officers\">Lessons for Chief Marketing Officers<\/h2>\n\n\n\n<p>Our study offers three key takeaways:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>For better innovation outcomes, firms need to select the collaboration form that motivates their partners to share know-how and expertise and facilitate efficient knowledge transfers. At the same time, firms must also pay attention to protecting their valuable knowledge and skills from opportunistic appropriation and ensure effective use of their deployed resources.<\/li>\n\n\n\n<li>Firms need to build the \u201cright\u201d functional capability to yield the most benefit from innovation collaborations. For instance, a firm needs to invest in building marketing capabilities if it is driven by high differentiation and consider more arms-length arrangements such as joint development agreements with suppliers. In contrast, firms driven by efficiency considerations are better off developing their technological capabilities when considering a joint venture.<\/li>\n\n\n\n<li>Firms must resist blindly copying the practices of other firms, regardless of the appearance of \u201cindustry best practices.\u201d Considering the firm\u2019s positioning strategy along with its capabilities is crucial to designing effective contracts. Thus, blanket prescriptions for one or the other types of contracts (e.g., joint ventures during downturns) may be misdirected.<\/li>\n<\/ol>\n\n\n\n\n\n<p><strong>From: <\/strong>Nehal Elhelaly and Sourav Ray, \u201c<a href=https://www.ama.org/"https:////doi.org//10.1177//00222429231222269/" target=\"_blank\" rel=\"noreferrer noopener\">Collaborating to Innovate: Balancing Strategy Dividend and Transactional Efficiencies<\/a>,\u201d<em> <a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing///" target=\"_blank\" rel=\"noreferrer noopener\">Journal of Marketing<\/a><\/em>.<\/p>\n\n\n\n<p>Go to the <em><a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing///" target=\"_blank\" rel=\"noreferrer noopener\">Journal of Marketing<\/a><\/em><\/p>\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n","post_title":"The Dangers of Misaligned Product Co-development Contracts\u2014And How They Can Derail Innovation in High-Tech Firms","post_excerpt":"Collaborations between a firm and a supplier can be beneficial but may also expose the firm to various transactional hazards. A new Journal of Marketing study finds that misaligned product co-development contracts significantly derail firm innovation.","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"the-dangers-of-misaligned-product-co-development-contracts-and-how-they-can-derail-innovation-in-high-tech-firms","to_ping":"","pinged":"","post_modified":"2024-08-01 16:27:55","post_modified_gmt":"2024-08-01 21:27:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=150686","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":138045,"post_author":"170153","post_date":"2023-10-24 05:02:00","post_date_gmt":"2023-10-24 10:02:00","post_content":"\n<div style=\"height:25px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<iframe src=https://www.ama.org/"https:////podcasters.spotify.com//pod//show//jm-buzz//embed//episodes//Marketing-Research-is-Too-Narrow-How-the-Field-Must-Change-to-Keep-Producing-Relevant--Timely-Knowledge-e2f7sdv/" height=\"161px\" width=\"100%\" frameborder=\"0\" scrolling=\"no\"><\/iframe>\n\n\n\n<div style=\"height:25px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<p>Does research in marketing fail to make meaningful theoretical advancements? Recent analyses have examined the lack of theoretical advancements from various angles, including fragmentation of knowledge, lack of practical impact, tendency for excessive complexity, and the missed opportunity for homegrown theories. These studies shed light on the issue but have limitations that prevent them from fully diagnosing the problem.<\/p>\n\n\n\n<p>In a <a href=https://www.ama.org/"https:////doi.org//10.1177//00222429231196122/" target=\"_blank\" rel=\"noreferrer noopener\">new <em>Journal of Marketing<\/em> study<\/a>, our research team provides a differentiated analysis of how specific types of knowledge contributions have developed over the past 32 years. Our results both support and question the overall trend of marketing research becoming less disruptive.<\/p>\n\n\n\n<p>Our team conducted computer-aided text analyses of published research articles from the four major marketing journals (<em>Journal of Marketing<\/em>, <em>Journal of Marketing Research<\/em>, <em>Journal of Consumer Research<\/em>, and <em>Marketing Science<\/em>) to trace the development of different types of knowledge contributions. We find that marketing researchers have focused more and more on identifying new phenomena and explaining relatively well-defined problems. At the same time, there has been less focus on building \u201cbig-picture\u201d frameworks and theories and launching critical debates. As a result, marketing academia may find it challenging to provide answers to complex, practical marketing problems.<\/p>\n\n\n\n<p>To better understand the reasons underlying such trends, we conducted a large interview study with 48 thought leaders in marketing, including journal editors, department heads, and authors. On the basis of these interviews, we find that the identified patterns can be traced back to how marketing scholars tend to think about \u201cideal\u201d research. Anything that cannot be pitched as completely \u201cnew,\u201d isn\u2019t 100% conceptually clear, and defies easy quantification will often be brushed aside. Therefore, our findings suggest that marketing does not lack novel ideas but rather limits its focus to exploring specific types of ideas. The field could do more to ascertain how such novel ideas challenge or disrupt previous knowledge.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote\">\n<p>Our findings suggest that marketing does not lack novel ideas but rather limits its focus to exploring specific types of ideas.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-next-steps-for-broadening-marketing-research\">Next Steps for Broadening Marketing Research<\/h2>\n\n\n\n<p>What can be done to counter these developments and help scholars provide better answers to the challenges marketing practitioners currently face?<\/p>\n\n\n\n<ol style=\"list-style-type:1\">\n<li>We propose that doctoral training programs be redesigned. For instance, doctoral courses might need to put more emphasis on transmitting the logical, conceptual, and theoretical skills required to engage in critical debate.<\/li>\n\n\n\n<li>Changes in editorial policies can also be a lever to support the development of research that focuses more strongly on bigger pictures. Special issues dedicated to the promotion of these types of knowledge contributions can be a valuable step forward. In general, we call on marketing scholars to engage in and use experience from a wider range of academic and nonacademic fields.<\/li>\n\n\n\n<li>In view of the multidisciplinary character of marketing problems, scholars could also invest more heavily into building collaborations with researchers from neighboring fields. Such collaborations might start at the formation stage when doctoral students from marketing are trained with students from other fields. Another option for collaboration resides in jointly conducting and publishing research.<\/li>\n\n\n\n<li>We also propose that closer interactions between marketing scholars and practitioners, consumer activists, and policy makers provide a promising path to reshaping marketing research. Such interactions can help scholars better appreciate the complexity of practical marketing problems and gear their research approaches accordingly. Specifically, scholars and practitioners can work jointly on research projects or start constructive debates at marketing conferences. Also, practitioners might take more active roles as mentors of aspiring marketing researchers.<\/li>\n<\/ol>\n\n\n\n<h2 class=\"wp-block-heading\">A Need for Joint Efforts<\/h2>\n\n\n\n<p>Our research offers important implications for the marketing field:<\/p>\n\n\n\n<ol style=\"list-style-type:1\">\n<li>Our documentation of the temporal development of marketing scholarship over the past 32 years indicates that the field does not suffer from an overall lack of theorizing efforts. Instead, our analysis suggests that the field has shifted toward certain types of contributions and that this shift has influenced the general development of marketing knowledge.<\/li>\n\n\n\n<li>Our findings reveal that the tendency to focus on some types of contributions over others affects citation impact. Those articles that typically spark the most citations are the ones that have experienced the steepest decline, suggesting that marketing scholars may be missing an opportunity to achieve higher impact with their work.<\/li>\n\n\n\n<li>Our research suggests that marketing research\u2019s current challenges can only be solved through a joint effort that includes marketing scholars, practitioners, consumer activists, and policy makers involved in marketing. The better we get at rebalancing knowledge creation and emphasizing \u201cbig-picture\u201d frameworks and critical debate, the more valuable the results of marketing research will be.<\/li>\n\n\n\n<li>We encourage practitioners, consumer activists, and policy makers to keep an open mind toward collaborating with universities and other research institutes. Of particular value would be collaborations that span a longer period of time and therefore allow the people involved to engage in an in-depth exchange of ideas. While such collaborations will require investments on both sides, the payoff will be worth it\u2014both in monetary and nonmonetary terms.<\/li>\n<\/ol>\n\n\n\n\n\n<p><strong>From: <\/strong>Bastian Kindermann, Daniel Wentzel, David Antons, and Torsten-Oliver Salge, \u201c<a href=https://www.ama.org/"https:////doi.org//10.1177//00222429231196122/" target=\"_blank\" rel=\"noreferrer noopener\">Conceptual Contributions in Marketing Scholarship: Patterns, Mechanisms, and Rebalancing Options<\/a>,\u201d<em> <a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing///" target=\"_blank\" rel=\"noreferrer noopener\">Journal of Marketing<\/a><\/em>.<\/p>\n\n\n\n<p>Go to the <em><a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing///" target=\"_blank\" rel=\"noreferrer noopener\">Journal of Marketing<\/a><\/em><\/p>\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n\n\n<div style=\"height:25px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n","post_title":"Why Marketing Research Needs to Diversify Its Focus [Expert Insights]","post_excerpt":"A new Journal of Marketing study examines decades of marketing research to reveal a number of ways that scholars can better address the challenges marketers currently face.","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"marketing-research-is-too-narrow-how-the-field-must-change-to-keep-producing-relevant-timely-knowledge","to_ping":"","pinged":"","post_modified":"2024-07-10 10:34:52","post_modified_gmt":"2024-07-10 15:34:52","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=138045","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":129620,"post_author":"160591","post_date":"2023-07-25 05:02:00","post_date_gmt":"2023-07-25 05:02:00","post_content":"\n<iframe src=https://www.ama.org/"https:////podcasters.spotify.com//pod//show//jm-buzz//embed//episodes//Collaborating-with-Universities-Makes-Products-More-Attractive-to-Consumers-e2ag5jf/" height=\"161px\" width=\"100%\" frameborder=\"0\" scrolling=\"no\"><\/iframe>\n\n\n\n<div style=\"height:25px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<p>Firms often collaborate with universities to access novel scientific knowledge and technological expertise with an aim to develop superior new products. For example, Italian startup Angles90 codeveloped the first dynamic training grips with the faculty of Strength Training Ergonomics at the Technical University of Munich. The company subsequently sold its patented innovation in more than 30 countries. In the U.S., autonomous driving technology firm Argo AI recently announced its investment of $15 million to create the Carnegie Mellon University Argo AI Center for Autonomous Vehicle Research, which will focus on advancing the field of self-driving technology. Well-established firms such as Adidas also engage in university\u2013industry collaborations.<\/p>\n\n\n\n<p>While research has highlighted the innovation potential of university\u2013industry collaborations, it has neglected the marketing potential of these collaborations. In a <a href=https://www.ama.org/"https:////doi.org//10.1177//00222429231185313/" target=\"_blank\" rel=\"noreferrer noopener\">new <em>Journal of Marketing<\/em> study<\/a>, we explore how consumers respond to new products codeveloped with universities. We ask: Will consumers react differently to the same product upon learning it has been codeveloped with a university? What will these perceptions depend on and how strong are the effects?<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-the-value-of-scientific-legitimacy\"><strong>The Value of Scientific Legitimacy<\/strong><\/h2>\n\n\n\n<p>Our research, which includes eight studies and several experiments based on data collected across four countries, yields three major findings:<\/p>\n\n\n\n<ol>\n<li>Consumers perceive a given product as more attractive when it is portrayed as developed in collaboration with a university.<\/li>\n\n\n\n<li>Collaborating with a university infuses the underlying firm with a stronger sense of scientific legitimacy, thereby making the resulting product more attractive to consumers. Firms collaborating with universities are viewed as being able to understand and effectively work \u201cwith the latest scientific ideas in the field\u201d and as capable of developing cutting-edge technological innovations.<\/li>\n\n\n\n<li>The positive university effect is more pronounced when the scientific legitimacy conferred is more important to the: (a) product in focus (high-tech vs. low-tech), (b) underlying company (startups vs. established firms), (c) project in focus (technology vs. aesthetic design), and (d) target customer (high vs. low belief in science).<\/li>\n<\/ol>\n\n\n\n<p>Companies rarely advertise their products as being codeveloped with a university. In one study, we asked 22 managers in an Executive Education MBA program to develop a short product advertisement based on background information about a company and its latest product, including the notion that the product was co-developed with a university. Only 4 out of 22 managers used the university co-development information when marketing the focal product. In another study, we used a similar paradigm involving 42 Master of Science in Marketing students. Again, only a small number of participants (14.6%) decided to include the fact that the focal product was developed in collaboration with a university in their advertisement copy.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Lessons for Chief Marketing Officers<\/strong><\/h2>\n\n\n\n<p>Once a firm has decided to codevelop a new product with a university, we highlight how and when actively marketing university-codeveloped products as such may yield incremental benefits. Our study offers the following lessons for Chief Marketing Officers:<\/p>\n\n\n\n<ul>\n<li>Firms that engage in open innovation practices with universities might not maximize the economic value of the products if they fail to broadly communicate the collaboration to their prospective customers. Using labels such as \u201ccodeveloped with a university\u201d or \u201cuniversity knowledge inside\u201d can incrementally increase the product\u2019s market performance. One of our studies shows that participants were willing to pay, on average, 65% more for the same product when it was portrayed as codeveloped with a university.<\/li>\n<\/ul>\n\n\n\n<ul>\n<li>The boundary conditions that we identify help managers anticipate when actively marketing university\u2013industry collaborations will be more (or less) effective. Marketing products as codeveloped with a university can be particularly promising for new firms, when the underlying product is high-tech, or when the target customer scores high on belief in science.<\/li>\n<\/ul>\n\n\n\n<ul>\n<li>Since belief in science is markedly related with one\u2019s political orientation, we find that the positive university effect emerges strongly for liberals, but not for conservatives. Thus, marketing university co-developed products might be particularly promising when targeting the product to liberals.<\/li>\n<\/ul>\n\n\n\n<p>Apart from political orientation, future research could look at other consumer characteristics with an aim to effectively target university-codeveloped products. For example, scholars can test whether religiosity and nationality are moderators of the positive university effect. In the Netherlands, for instance, people tend to trust science and its institutions more than media, government, and courts of law. In contrast, there are other countries such as Guatemala with a very low belief in science, and it will be interesting to see how consumers there respond to products codeveloped with universities.<\/p>\n\n\n\n\n\n<p><strong>From: <\/strong>Lukas Maier, Martin Schreier, Christian V. Baccarella, and Kai-Ingo Voigt, \u201c<a href=https://www.ama.org/"https:////doi.org//10.1177//00222429231185313/" target=\"_blank\" rel=\"noreferrer noopener\">University Knowledge Inside: How and When University\u2013Industry Collaborations Make New Products More Attractive to Consumers<\/a>,\u201d<em> <a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing///" target=\"_blank\" rel=\"noreferrer noopener\">Journal of Marketing<\/a><\/em>.<\/p>\n\n\n\n<p>Go to the <em><a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing///" target=\"_blank\" rel=\"noreferrer noopener\">Journal of Marketing<\/a><\/em><\/p>\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n","post_title":"[Collaborative Innovation] How University Ties Benefit Product Attractiveness","post_excerpt":"A new Journal of Marketing study shows that firms engaging in open innovation practices with universities might leave some economic value on the table if they fail to broadly communicate the collaboration to customers.","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"the-power-of-university-industry-collaborations-collaborating-with-universities-makes-products-more-attractive-to-consumers","to_ping":"","pinged":"","post_modified":"2024-07-10 10:17:50","post_modified_gmt":"2024-07-10 15:17:50","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=129620","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}]" />

Innovation

Innovation refers to the creation of a unique new product or idea that has been introduced into the marketplace. Innovators are venturesome and are often thought to be opinion leaders. They are interested in anything new, and are quick to adopt new and innovative products. Here you will find a collection of research insights and marketing news articles regarding innovation.

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