Growing competitiveness among start-ups launching service innovations substantiates the necessity to adapt go-to-market strategies to consumers’ needs to increase the probability of permanent adoption. Since start-ups’ resources are often limited, they are required to understand why consumers adopt, respectively reject their innovation to best allocate their limited resources and design their go-to-market strategies accordingly. Based on Rogers’ (2003) innovation-decision process model, the present study provides answers to questions concerning the how and why of (non-)adoption. We conduct an in-depth case study on a start-up launching an innovative fitness service to provide an extensive overview of consumers’ adoption (rejection) decisions and the start-up’s go-to-market strategy for the service innovation. First, we provide evidence for the adequacy of Rogers’ (2003) innovation-decision process model for service innovations with some modifications, e.g., temporal delay of innovation attribute evaluations. Second, we illustrate what turns potential users into rejecters. Third, we provide interdependent insights between adoption/rejection decisions and a start-up’s go-to-market strategy. Eventually, we derive implications for start-ups to tackle key challenges in the launch of service innovations.
Dieser Eintrag ist Teil der Universitätsbibliographie.
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