Strategies for achieving success for innovative versus incremental new services

摘要

Purpose - The purpose of this paper is to examine whether managers should have a different approach for the development of very innovativernservices from that of incremental new services.rnDesign/methodology/approach - This paper is based on a large-scale survey to examine hotel innovation projects to gain insight about the impactrnof level of innovativeness on the factors that are linked to new service success and failure.rnFindings - The research results show that there are two global success factors regardless of their degree of newness - market attractiveness andrnstrategic human resources management. Several other factors, however, are found to influence the outcome of incremental projects, such as: servicernadvantage, empowerment, training of employees, behavior-based evaluation, tangible quality and marketing synergy. For very innovative new hotelrnservices, market responsiveness and pre-launch activities are found to be related to success.rnResearch limitations/implications - Further research should investigate whether the results are applicable to other countries and other servicernsegments as well as to consider a staff or customer outcome perspective.rnPractical implications - Managers who design new service development processes that are tied to the key success features in innovative orrnincremental new service development (NSD) increases the likelihood of success.rnOriginality/value - The differences in success factors between innovative and incremental new services has not been clearly articulated to date.rnInnovativeness is linked to levels of risk, ambiguity, necessary resources and complexity and this paper shows that firms should have different prioritiesrnand approaches when developing new services.