Reto Hofstetter
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Prof. Dr.
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Hofstetter
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Reto
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reto.hofstetter@unisg.ch
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Publication

Smart Product Breakthroughs Depend on Customer Control

, Zimmermann, Jenny Lena , Görgen, Jonas , de Bellis, Emanuel , Hofstetter, Reto , Puntoni, Stefano

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Publication

Crypto-Marketing: How Non-Fungible Tokens (NFTs) Challenge Traditional Marketing

2022 , Hofstetter, Reto , de Bellis, Emanuel , Brandes, Leif , Clegg, Melanie , Lamberton, Cait , Reibstein, David , Rohlfsen, Felicia , Schmitt, Bernd , Zhang, John Z.

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Publication

The Problem with Innovation Contests

2021-07 , Hofstetter, Reto , Dahl, Darren W. , Aryobsei, Suleiman , Herrmann, Andreas

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Publication

The Hidden Pitfall of Innovation Prizes

2017-11-27 , Hofstetter, Reto , Zhang, John Z. , Herrmann, Andreas

Although companies use crowdsourcing more and more to fill their innovation pipeline, it is not so easy to get people to submit their ideas to online innovation platforms. Our data from an online panel reveal that 65% of the contributors do not come back more than twice, and that most of the rest quit after a few tries. This kind of user churn is endemic to online social platforms — on Twitter, for example, a majority of users become inactive over time — and crowdsourcing is no exception. In a way, this turnover is even worse than ordinary customer churn: When a customer defects, a firm knows the value of what it’s lost, but there is no telling how valuable the ideas not submitted might have been. Despite this limitation, companies still get a lot out of crowdsourced ideas. Encouraged by early successes, many now routinely use crowdsourcing contests to find fresh solutions to various problems, increasing the demand for innovators willing to share their ideas. PepsiCo, for instance, has already used contests nine times to crowdsource creative Super Bowl commercials for its Frito-Lay’s Doritos brand, offering prizes of up to $1 million for the winning submission. Other companies, including GE, DELL, and Starbucks maintain their own platforms on which they continuously source ideas from customers.

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Publication

Who Would Subscribe for a Car? The Influence of Car Ownership, Environmental Consciousness, Age, and Place of Living

2023-06 , Marvin Greifenstein , Felix Schakols , David Finken , Reto Hofstetter

This paper investigates the perceived trustworthiness and convenience of car subscriptions in Switzerland. Evidence has been found that age, car ownership and environmental consciousness of the respondents have a statistically significant impact on trust and perceived convenience while the place of living shows no effect.

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Publication

Human Machine Creativity. How AI Can Influence Human Creativity in Open Innovation

2022-06 , Melanie Clegg , Reto Hofstetter , Ivo Blohm , Marc Bravin

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Wenn sich Produkte selbständig machen – Handlungsempfehlungen zur Adoption von smarten Produkten

2020 , Zimmermann, Jenny Lena , Clegg, Melanie , de Bellis, Emanuel , Hofstetter, Reto

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Bridging the Generational Divide

2022-01 , Clegg, Melanie , Hofstetter, Reto , Schindler, L. , Deubelbeiss, O. , Lanz, Andreas , Faltl, Martin , Tomczak, Torsten

Marketers are often older than the audiences they are trying to reach, making it a challenge to connect. A new study examines the marketing generation gap and suggests some ways to narrow it.

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Contraining Ideas: How seeing ideas of others harm creativity in open innovation

2021 , Aryobsei, Suleiman , Dahl, Darren W. , Herrmann, Andreas , Hofstetter, Reto

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Rethinking Crowdsourcing

2017-11-21 , Hofstetter, Reto , Suleiman, Aryobsei , Herrmann, Andreas

When the Swiss soft drink company Rivella was looking to launch new flavors in 2012, it used an open innovation platform to ask consumers for ideas and received 800 responses. As managers sorted through them, they noticed that one in particular—for a health-oriented ginger-flavored drink—appeared to be extremely popular. But on closer examination they saw that much of the buzz around it was coming from just a handful of participants who were working feverishly to elicit votes and comments. “It was a very small group of consumers who were rallying one another and generating a lot of noise,” says Silvan Brauen, who oversaw Rivella’s innovation pipeline. Despite the strong online feedback, the company concluded that the ginger flavor would flop in the market and abandoned the idea.

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