Successful Innovation Using Strategies to Reduce Consumer Resistance An Empirical Test

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Abstract
This article focuses on a relatively neglected concept in new product management: innovation resistance. Specifically, it examines why consumers develop resistance to innovations at the attitude formation and intention‐to‐buy stages of their decision process, and what strategies marketing firms have within their direct control to reduce this resistance. S. Ram identifies two major sources of innovation resistance: perceived risk and cognitive resistance. These are studied in the context of four product groups and two distinct strategies to reduce innovation resistance. The results show that a strategy of innovation modification works to reduce resistance caused by perceived economic and functional risk. On the other hand, communication strategies can reduce resistance caused by perceived social or psychological risk. Sources of innovation resistance and appropriate strategies vary across different product groups.

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