(IIHFWRIÀDJVKLSSURGXFWVRQWKHSHUFHLYHG LQQRYDWLYHQHVVRID¿UP The decision-making process of consumers IRUDVSHFL¿FSURGXFWLVRIWHQFKDUDFWHUL]HGE\ a high degree of complexity. For companies it is therefore very important to generate signals that are able to simplify the buying decision by reducing the level of complexity. 6WXGLHVKDYHVKRZQWKDWDFRQVXPHUµVSHUFHSWLRQ RID¿UPDVEHLQJLQQRYDWLYHKDVDQHYLGHQWLPSDFW RQWKHVXFFHVVRID¿UPLQQHZPDUNHWV.HOOHU DQG$DNHU6KDQNDUHWDOWKHFUHGLELOLW\DQGSHUFHLYHGH[SHUWLVHRIWKH¿UP*ROGHU DQG7HOOLVWKHSHUFHLYHGTXDOLW\DQGEX\LQJ LQWHQWLRQIRULWVSURGXFWV.HOOHUDQG$DNHU DQGWKHVWDELOLW\RIDEX\HUVHOOHUUHODWLRQVKLS)DONHQUHFN:DJQHU 6LQFH¿UPVKDYHYDULRXVSRVVLELOLWLHVWRLQQRYDWH DQGFUHDWHQHZSURGXFWVRUSURGXFWH[WHQVLRQV %HYHUODQG1DSROL)DUUHOO\WKHLQWHUGLVFLSOLQDU\FRPELQDWLRQRIPDUNHWLQJLQQRYDWLRQUHVHDUFK and consumer psychology could shed light on the LPSRUWDQFHRISHUFHLYHGLQQRYDWLYHQHVVRIDFRPSDQ\7KLVLQWHUGLVFLSOLQDU\DSSURDFKFRXOGDOVR KHOSWRLQYHVWLJDWHKRZWKHSHUFHLYHGLQQRYDWLYHQHVVRID¿UPGHSHQGVRQVSHFL¿FÀDJVKLSSURGXFWV DQGKRZWKHLQQRYDWLYHQHVVRIÀDJVKLSSURGXFWV DQGWKHSHUFHLYHGRYHUDOOLQQRYDWLYHQHVVRID¿UP interact. Theoretical Background 3DUWLFXODUO\ IRU PXOWLSURGXFW DQG KLJKLQYROYHPHQW PDUNHWV WKH GHYHORSPHQW RI LQQRYDWLYH SURGXFWV DQG SURGXFW H[WHQVLRQV ZKLFK VDWLVI\ FRQVXPHUV¶ needs could be such a signal that helps the consuPHU WR PDNH KLV GHFLVLRQ 7KH ZKROH EUDQG FRXOG be perceived as innovative because of the developPHQW RI LQQRYDWLYH SURGXFWV DQG WKH ¿UP PD\ EH DEOHWRUHDOL]HDFRPSHWLWLYHDGYDQWDJH 0RUHRYHU VWXGLHV LQYHVWLJDWLQJ SURFHVVHV DQG IRUPV RI EUDQG H[WHQVLRQV KDYH VKRZQ WKDW WKHUH DUHSRVLWLYHEXWDOVRQHJDWLYHPDLQPRGHUDWLQJDQG LQWHUDFWLRQHIIHFWV.HOOHULH¿WRIFKDUDFWHULVWLFV$DNHUDQG.HOOHUVLPLODULW\DQGGLVVLPLODULW\HIIHFWVFRQWH[WHIIHFWV:lQNHHWDO RU HIIHFWV RI SURWRW\SH DQG H[HPSODU ¿W 0DR DQG 6KDQNHU .ULVKQDQ UHJDUGLQJ WKH HYDOXDWLRQ of a brand extension and its parent brand. Within WKLVUHVHDUFKHVSHFLDOO\WKHH[LVWHQFHRIDÀDJVKLS SURGXFW DV GLVWLQJXLVKLQJ PDUN FRXOG JHQHUDWH D highly interacting impact on the perception of a speFL¿F EUDQG ¿UP DQG PD\ DOVR EH DEOH WR VLPSOLI\ FRQVXPHUGHFLVLRQPDNLQJ $JDLQVW WKLV EDFNJURXQG WKH TXHVWLRQV DULVH D ZKHWKHUWKHSHUFHSWLRQRILQQRYDWLYHQHVVKDVDSRVLWLYH LQÀXHQFH RQ GLIIHUHQW HFRQRPLF YDOXHV LH LQWHQWLRQWREX\ZLOOLQJQHVVWRSD\EZKHWKHUWKH H[LVWHQFHDQGWKHNQRZOHGJHRIDÀDJVKLSSURGXFW LWV LQQRYDWLYHQHVV SHUFHSWLRQ DQG SHUFHLYHG ¿W KDV DQLPSDFWRQWKHSHUFHLYHGLQQRYDWLYHQHVVRID¿UP Method and Analysis We conducted three empirical studies -one pilot VWXG\DQGWZRPDLQVWXGLHV±WRLQYHVWLJDWHWKHUHODWLRQVKLSEHWZHHQWKHSHUFHLYHGLQQRYDWLYHQHVVRI D¿UPDQGWKHH[LVWHQFHRIDÀDJVKLSSURGXFW,QWKH pilot studyZHLQYHVWLJDWHGWKHHIIHFWRIWKHSHUFHLYHGLQQRYDWLYHQHVVRID¿UPRQWKHLQWHQWLRQWREX\ DUHODWHGSURGXFWDQGWKHZLOOLQJQHVVWRSD\DQH[WUDFKDUJHIRUDSURGXFWRIWKHJLYHQ¿UPWRYDOLGDWH the relevance of the innovativeness perception. In the ¿UVWPDLQVWXG\ZHXVHGUHDODQGNQRZQ EUDQGVHOHFWURQLFVFDUVDQGSKDUPDFHXWLFVWR LQYHVWLJDWHWKHLQWHUDFWLRQHIIHFWVRINQRZLQJDQG QDPLQJDVSHFL¿FÀDJVKLSSURGXFWZLWKSURGXFWSHUFHSWLRQDQGSURGXFW¿WRQWKHLQQRYDWLYHQHVVSHUFHSWLRQRIWKH¿UP,QWKHsecond main studyZH investigated the effects of product perception and SURGXFW¿WRQWKHLQQRYDWLYHQHVVSHUFHSWLRQRIWKH ¿UPZLWKLQDQH[SHULPHQWDOVHWXSXVLQJD¿FWLWLRXV SKDUPDF\¿UPFDOOHG³6FKOHVZLJ´ZLWKPHGLFLQHV GUXJVIRUFDQFHUWUHDWPHQWWRFRQWUROIRUFRQIRXQGLQJHIIHFWVRIEUDQGNQRZOHGJHDQG¿UPKLVWRU\ FRPSDUHGWRPDLQVWXG\)XUWKHUPRUHLWKDVWR be mentioned that both main studies had no direct IRFXVRQWKHLQYHVWLJDWLRQRIWKHFRQFUHWHLQÀXHQFH of consumer innovativeness and perceived expertise on the innovativeness perception because of their experimental setup and the concentration on ÀDJVKLSSURGXFWVDQGWKHLULPSDFW1HYHUWKHOHVVWR account for existing results of the effect of consuPHULQQRYDWLYHQHVVDQGH[SHUWLVHZLWKLQGLIIHUHQW FRQWH[WVRILQQRYDWLRQDQGPDUNHWLQJUHVHDUFKERWK YHUVLRQVZHUHLQWHJUDWHGDVFRQWUROYDULDEOHVVHH )LJXUH 37 insights in collaborative innovations Figure 1. Overview of study design and hypotheses Results Pilot study:LWKUHJDUGWRWKHLQÀXHQFH RIWKHLQQRYDWLYHQHVV SHUFHSWLRQ RI D ¿UP +D+E ZH IRXQG D VLJQL¿FDQW FRUUHODWLRQ EHWZHHQ WKH SHUFHLYHGLQQRYDWLYHQHVVRIWKH¿UPDQGWKHLQWHQWLRQWR EX\U SDQGWKHZLOOLQJQHVVWR SD\U S Main study 1 7RLQYHVWLJDWHWKHHIIHFWVRIWKHSHUFHLYHG LQQRYDWLYHQHVV RI WKH ÀDJVKLS SURGXFW DQG WKHSHUFHLYHG¿W++ZHXVHGDPRGHUDWHGUHJUHVVLRQ DQDO\VLV +D\HV HW DO ZLWK YDOXHV RI WKH SHUFHLYHG LQQRYDWLYHQHVV RI WKH ¿UP DV GHSHQGHQW YDULDEOH WKH SHUFHLYHG LQQRYDWLYHQHVV RI WKH ÀDJVKLS SURGXFW DV LQGHSHQGHQW YDULDEOH WKH SHUFHLYHG ¿W DV PRGHUDWRU DQG WKH LQGXVWU\ HOHFWURQLFV FDUV DQG SKDUPDFHXWLFV WKH FRQVXPHU innovativeness and perceived expertise as control YDULDEOHVFRYDULDWHV:HIRXQGDVLJQL¿FDQWSRVLtive main effect for the perceived innovativeness of WKH ÀDJVKLS SURGXFW DQG WKH SHUFHLYHG ¿W EXW QR interaction effect of perceived innovativeness of the SURGXFWDQGSHUFHLYHG¿W Main study 2 7RLQYHVWLJDWHWKHHIIHFWVRIWKHSHUFHLYHG LQQRYDWLYHQHVV RI WKH ÀDJVKLS SURGXFW DQG WKHSHUFHLYHG¿WZHXVHGDPRGHUDWHGUHJUHVVLRQ DQDO\VLV+D\HVHWDOZLWKYDOXHVRIWKHSHUFHLYHGLQQRYDWLYHQHVVRIWKH¿UPDVGHSHQGHQWYDULDEOHWKHSHUFHLYHGLQQRYDWLYHQHVVRIWKHÀDJVKLS SURGXFWDVLQGHSHQGHQWYDULDEOHWKHSULFHFRQGLWLRQ IRUWKHÀDJVKLSSURGXFWDQGWKHSURGXFWSULFHUDQJH DVPRGHUDWRUVDVZHOODVWKHFRQVXPHULQQRYDWLYHYour contact person for behavioural research and innovation communication Marco Hubert, Dr. Assistant professor phone: +49 7541 6009-1274 HPDLO PDUFRKXEHUW#]XGH 38 ness and perceived expertise as control variables FRYDULDWHV 7KH SURGXFW ¿W EHWZHHQ ÀDJVKLS SURGXFW DQG ¿UP ZDV LQGLFDWHG E\ WKH LQWHUDFWLRQ EHWZHHQWKHSULFHFRQGLWLRQRIWKHÀDJVKLSSURGXFWDQG the general product price range. We found a signi¿FDQWSRVLWLYHPDLQHIIHFWIRUWKHSHUFHLYHGLQQRYDWLYHQHVV RI WKH ÀDJVKLS SURGXFW DQG DQ LQWHUDFWLRQ HIIHFWEHWZHHQSHUFHLYHGLQQRYDWLYHQHVVRIWKHÀDJVKLSSURGXFWDQGWKHSURGXFW¿W Conclusion 2YHUDOO ZH VKRZHG WKDW WKH LQYHVWLJDWLRQ RI SHUFHLYHG LQQRYDWLYHQHVV DQG WKH YDOXH RI ÀDJVKLS products is necessary and important for business UHVHDUFKEHFDXVHRIDVLJQL¿FDQWLPSDFWUHJDUGLQJ UHOHYDQWFXVWRPHUGHFLVLRQYDOXHVOLNHZLOOLQJQHVVWR SD\ DQG EX\LQJ LQWHQWLRQV DV ZHOO DV D VLJQL¿FDQW GHFUHDVH LQ FRPSOH[LW\ RI FRQVXPHUV¶ GHFLVLRQ PDNLQJ GXH WR WKH ÀDJVKLS SURGXFW 0DQDJHPHQW SUDFWLFH VHHNLQJ WR DFKLHYH LQFUHDVHV LQ WKH FXVWRPHUV SHUFHLYHG¿UP VLQQRYDWLYHQHVVLQFRPSOH[ PDUNHWVZLOOEHQH¿WIURPRXUVWXG\VLQFHLWHQDEOHV WKHP WR LGHQWLI\ DQG HVWLPDWH WKH LQÀXHQFH RI D ÀDJVKLS SURGXFW RQ WKH FXVWRPHUV¶ SHUFHSWLRQ DQG WR EHWWHU XQGHUVWDQG GHWHUPLQDQWV RI WKH FXVWRPHUV¶SHUFHSWLRQRID¿UP VLQQRYDWLYHQHVVDQGKRZ WR LQÀXHQFH WKHP $OWRJHWKHU RXU WKHRUHWLFDO DQG HPSLULFDO ¿QGLQJV IURP WKUHH VWXGLHV FRQWULEXWH WR D EHWWHU XQGHUVWDQGLQJ RI WKH UROH RI ÀDJVKLS SURGXFWVIRULQQRYDWLRQSHUFHSWLRQDQGWKXVLQQRYDWLRQ management and economic performance across industries. 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