<?xml version="1.0" encoding="utf-8"?>
<export-example>
  <doc>
    <id>2652</id>
    <completedYear>2014</completedYear>
    <publishedYear>2014</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber>27</pageNumber>
    <edition/>
    <issue/>
    <volume/>
    <type>coursematerial</type>
    <publisherName>Harvard Business School Case 614-042</publisherName>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>--</completedDate>
    <publishedDate>2014-01-11</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="eng">Nivea (A)</title>
    <abstract language="eng">The case describes the efforts of Beiersdorf, a worldwide leader in the cosmetics and skin care industries, to generate and commercialize new R&amp;D through open innovation using external crowds and "netnographic" analysis. Beiersdorf, best known for its consumer brand Nivea, has a rigorous R&amp;D process that has led to many successful product launches, but are there areas of customer need that are undervalued by the traditional process? A novel online customer analysis approach suggests untapped opportunities for innovation, but can the company justify a launch based on this new model of research?</abstract>
    <identifier type="url">https://www.hbs.edu/faculty/Pages/item.aspx?num=46019</identifier>
    <enrichment key="opus.source">publish</enrichment>
    <enrichment key="opus.doi.autoCreate">false</enrichment>
    <enrichment key="opus.urn.autoCreate">false</enrichment>
    <author>Karim Lakhani</author>
    <author>Johann Füller</author>
    <author>Volker Bilgram</author>
    <author>Greta Friar</author>
    <collection role="institutes" number="">Fakultät Betriebswirtschaft</collection>
  </doc>
</export-example>
