The laddering method is a qualitative interview technique applied in a situation with one interviewer and one informant with the aim of creating an understanding of the value that business-to-consumer (B2C) customers extract from product attributes. Thus, this methodology aims to depict a mental map of what is actually going on in the consumer’s mind when the consumer is buying and consuming specific goods. It is argued, in this chapter, that this understanding is indeed both interesting and relevant in service innovation. More specifically, realizations of consumers’ values will help to guide marketers to understand what to innovate, how to innovate, how to plan and efficiently communicate changes, how to sell the innovations in the market place and how to implement organizational changes that innovations might cause. Furthermore, the laddering methodology has been applied across many fields with good success and the premises for using the method and for analyzing obtained data, is rather well described. The latter (i.e. premises and data analysis) is often raised as central and critical points of qualitative research methodology when arguing for problems with validity and reliability of findings.
Niels Nolsøe Grünbaum
Niels Nolsøe Grünbaum and Marianne Stenger
Consensus exists in the relevant literature that new product development (NPD) and new service development (NSD) are crucial for companies’ ability to sustainably survive and ability to deliver value and profit for their shareholders in both the medium and long run. Nevertheless, both NPD and NSD models have been criticized in relation to adaptability to radical innovation, more specifically, their lack of recommendation to managers on how present NPD and NSD models can help manoeuvring in high-risk situations. Thus, in this chapter the authors aim to provide insights on the capabilities needed for managing on a market characterized by high risk and uncertainty. Specifically, they discuss and embrace intuition as a dynamic capability in decision-making, supplementing the classical cognitive perspective and contributing to the understanding of the managerial ‘black box’ that is addressed in the strategic management literature. The main outcomes of the chapter are twofold. First, a possible understanding of intuition components and how they are linked to the development of products and services is offered. Second, the structure of the proposed intuition NPD and NSD framework will potentially improve the information-gathering system – for example, information intelligence system – which further will lead to a better decision-making foundation.