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Abstract
Companies can either strive for organic growth or growth through acquisitions. For marketing the first option is more attractive because it relates directly to its core responsibilities. Further, organic growth increases the market value of companies, whereas acquisitions often fall back on such expectations.
The main opportunities for organic growth lie in new products, brand building, customer management and channel innovation. There are many sources of growth ideas and multiple paths toward organic revenue goals. The key is to generate a large number of ideas and then select the most promising among them. While the most obvious one is technology development, there are other useful approaches, as well, such as observing or asking consumers, co-creation projects or approaching ideation systematically.
But even good ideas with initial support from all relevant parties can fail. For a growth initiative to succeed, all stakeholders need to be considered. The outcomes need to be positive to all relevant parties both inside and outside the firm.

ABSTRACTThis paper presents a model for explaining preference among similar alternatives. Preference is hypothesized to be governed by the relative position of the alternatives on specific dimensions (attributes). More specifically, preference is stated to be related to the distance of an alternative from an ideal alternative. A summary of a test of the model is presented.Next, a probabilistic form of the model is obtained assuming that the measured distance is affected both by individual uncertainty and measurement error. For a particular case, the resulting normality of the distribution is demonstrated. This introduction of a random element into the model is seen to be a major advance, although final judgment must await extensive testing.

The authors describe a systematic scheme for viewing the relationship between design variables and measurement error in construction of closed‐end questions. Applications to teaching and research are discussed.

This paper uses an analytical model to examine when it makes sense to provide incentives to innovators to adopt a new product. The model allows for separate segments of innovators and imitators, each of which follows a Bass-type diffusion process. Interestingly "seeding" the market is optimal for a limited range of situations and these do not appear to include those where there is a downturn in sales (chasm) as sales move from the first to the second segment. Research has frequently identified different segments of adopters of new products. Categorizations include innovators vs imitators (Bass, 1969; Rogers, 1995; Mahahan et al., 1990; Im et al., 2003), technophiles vs "normal" people, and business vs consumer users. Further, considerable effort has gone into studying the influence of members of the first group on the second. This paper focuses on when, if ever, it makes sense for a manufacture of a new product to "seed" the market by subsidizing a few early adopters to speed the adoption process. The paper builds on earlier work by Kalish and Lilien (1983) which focused on the impact of widely available government subsidies on the adoption of socially desirable innovations (i.e. alternative energy sources) as well as the work of Jain et al. (1995). Unlike that work, we concentrate on providing subsidies (here free goods) to selective individuals in the context of a model which allows for separate segments of innovators and imitators and nests the standard Bass (1969) model. ; Publicado