Strategy, Enterprise and Innovation
Our PhD students
Mr Amir Homayounfard
- Role Title: PhD student
- Address: Richmond Building Portland Street Portsmouth PO1 3DE
- Telephone: tbc
- Email: email@example.com
- Department: Enterprise Strategy and Innovation
- Faculty: Portsmouth Business School
First supervisor: Professor Paul Trott, Second supervisor: Dr Chris Simms
My research is focusing on the evaluation processes for new product and service development (NPD and NSD) in UK food retailing.
Teaching and supervising postgraduate/undergraduate students: Research based innovation and new product development, business research project, business research project-strategy, innovation management, developing new products and managing brands, business and management (strategy/innovation stream), customer insight for product management, managing product portfolios.
The aim is to provide an understanding about how UK food retailers evaluate new technologies in order to develop new product/services and deliver value. My research proposes that the evaluation of technologies requires a retailer to have an understanding of how they can be utilized to create value for their customers and appropriate value from the market for itself and its partners. The research combines three streams of the literature as: 1) service innovation and new product development 2) business model innovation 3) value drivers in food retail.
In UK, retailers are facing high levels of change with a fierce price war to increase market share being driven by the discounters. This is forcing established grocers to re-evaluate their business models, as consumers seem to value multiple formats such as on-line and convenience shopping. Unsurprisingly retailers are unsure where to make investments and which technologies to evaluate and adopt within their businesses (Evanschitzky et al., 2015; Sorescu et al., 2011). It is the construct of value, which I argue provides a unique opportunity to evaluate these technologies.
In particular, my research focuses on the evaluation stage of the adoption process (e.g. Davis, 1989; Rogers, 2003). In this stage, retailers identify new technologies, through their partnership with different suppliers, and engage in assessing aspects such as operational, commercial and business considerations (Brown et al., 2005). This results in a decision to adopt or reject the innovation. Meanwhile the application of new technologies can offer many benefits to retailers and consumers, including; enhancing consumer in-store behaviour and decision-making, improvements to the collection and exchange of information, increased automation of processes, providing opportunities for new services; and the development of new retailer-consumer contacts through interactive tools (Carbonell et al., 2009; Evanschitzky et al., 2015; Grewal et al., 2011; Pantano and Migliarese, 2014; Schmidt et al., 2012). New technologies also provide opportunities for new products and services, and ultimately hold the potential to deliver competitive advantage (Lusch et al., 2007; Vargo and Lusch, 2014; Storey et al., 2015; Van Riel et al., 2004). This creates a need to understand precisely how these technologies could be utilized to create new value, and in some cases redesign the retailer’s business model (Velamuri et al., 2013; Visnjic et al., 2016; Wei et al., 2014).
My research interest includes service innovation and new product development in different industries including retail, technology acceptance model, business strategy, business model innovation and its value drivers.