Harley-Davidson: Chasing a New Generation of Customers

2017 ◽  
pp. 1-12
Author(s):  
Neal J. Roese ◽  
Mohan Kompella
Keyword(s):  
New Product Development ◽  
Customer Loyalty ◽  
Market Research ◽  
New Product ◽  
List Type ◽  
Customer Base ◽  
Development Cycle ◽  
Chief Marketing Officer ◽  
Previous Decade ◽  
New Generation

In July 2007, Mark-Hans Richer became Harley-Davidson's first chief marketing officer. Its riders were aging, which the company saw as an existential threat. Although Harley-Davidson had a record sales year in 2006 and had maintained a commanding share of the heavyweight motorcycle market for the previous decade, it needed to take new action to sustain its growth.Richer needed to deliver a new generation of riders and a more diverse customer base, all without losing current Harley-Davidson customers. He also knew that he could not relax: the average tenure of a CMO in 2007 was only 27 months and a complete new product development cycle would take a minimum of four years.After analyzing the case, students should be able to: Recommend marketing decisions for a brand with extremely high loyalty in light of various consumer behavior indicators gleaned from market research Understand the power of leveraging existing assets as opposed to innovating new products Understand the psychological basis of customer loyalty, including drivers and metrics of loyalty

scholarly journals Digital Design as a Key Approach to Shortening MEMS Development Cycle

2020 ◽  
Vol 35 ◽  
pp. 01003
Author(s):  
Mihail M. Androniс ◽  
Ilya A. Rodionov ◽  
Yurii B. Tsvetkov
Keyword(s):  
Comparative Analysis ◽  
Product Development ◽  
Knowledge Base ◽  
New Product Development ◽  
Mechanical Engineering ◽  
New Product ◽  
Digital Design ◽  
Structural Elements ◽  
Development Cycle ◽  
Digital Modeling

A comparative analysis of new product development principles in microelectronics, mechanical engineering, and MEMS production is carried out. A MEMS integrated digital modeling approach is proposed based on the formation of a knowledge base, including a description of basic structural elements and basic tested process sequences for their manufacture.

Accelerating Production Readiness Using Lean Product Development

2009 ◽  
Author(s):  
Michael J. Parsons ◽  
Nicholas M. Josefik
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Lean Manufacturing ◽  
Scale Up ◽  
New Product ◽  
Time To Market ◽  
High Performing ◽  
Lean Product Development ◽  
Value Stream ◽  
Development Cycle

Lean manufacturing and accelerated product development, two forces when combined into lean product development, can accelerate time-to-market and manufacturing scale-up, achieving production readiness in the shortest possible time. This paper presents what is possible when the two underlying themes of lean manufacturing and new product development unite with the orchestrated chaos of a high performing team. A benchmark value stream has been documented along with product development cycle time examples ranging from 4 to 16 months for concept-to-production readiness.

Decision making in creating the world's first smartphone

2011 ◽  
Vol 1 (4) ◽  
pp. 1-10
Author(s):  
Virginia Cha
Keyword(s):  
Decision Making ◽  
Product Development ◽  
Technology Management ◽  
New Product Development ◽  
Manufacturing Industry ◽  
New Product ◽  
Future Market ◽  
Market Uncertainty ◽  
Content Type ◽  
New Generation

TitleDecision making in creating the world's first smartphoneSubject areaEntrepreneurship, Technology management and new product development.Study level/applicabilityThis class is useable for an EMBA or MBA audience, especially for modules relating to entrepreneurship, technology management and new product development.Case overviewMr Khaw Kheng Joo was a pioneer in Singapore's high‐technology manufacturing industry. In the mid‐1990s, Khaw was given the difficult task of establishing a presence for Hewlett‐Packard (HP) in the handheld Personal Digital Assistant (PDA) market. However, he believed that the PDA was not the game‐changing technology for consumers.Using his knowledge of the Bell Curve and years of entrepreneurial experience, Khaw sought to combine PDA functionalities with the Global System for Mobile Communication (GSM) technology, effectively creating a new generation of mobile device fondly known today as the “smartphone”.The journey towards the finished product was met with several obstacles and barriers. Many colleagues were uncertain of the future market and had difficulty agreeing on which features to focus on. However, through his determination, expertise and decision making in uncertainty, Khaw guided his team to eventually launch the impressive HP Jornada 928, the world's first smartphone, and heralded a new generation of mobile devices.Expected learning outcomesThis case is designed to be useable in teaching three key knowledge disciplines:Decision‐making biases and heuristics in entrepreneurs and innovators. Technology diffusion of new technology. Managing market uncertainty.Supplementary materialsTeaching notes.

Research on Design Knowledge Retrieval Based on Matlab and VB Language

2013 ◽  
Vol 364 ◽  
pp. 414-418
Author(s):  
Wei Wei Liu ◽  
Shu Ying Shen
Keyword(s):  
New Product Development ◽  
Similar Case ◽  
New Product ◽  
Design Knowledge ◽  
Similarity Principle ◽  
Design Engineers ◽  
Development Cycle ◽  
Basic Parameters ◽  
Product Development Cycle ◽  
Design Cost

When developing new product, in order to shorten new product development cycle, to reduce the design cost, design engineers need to look for the existing design knowledge for reuse. In the process of reuse, the first thing to do is obtaining and searching design knowledge; then, excluding useless and not related knowledge; searching out the most similar case with new products, including basic parameters, the basic principle and so on. In this paper, Matlab is combined with VB language, and on the basis of similarity principle a case library is designed. It is easy for the designers to retrieve the required information. An example has been used to verify the effectiveness of the proposed method and the simpleness of operation.

Scrapping new product development efforts: when to keep going, when to fold

2016 ◽  
Vol 37 (4) ◽  
pp. 32-40 ◽  
Author(s):  
James R. Webb
Keyword(s):  
Systematic Review ◽  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Research Approach ◽  
Review Of Literature ◽  
Content Type ◽  
Customer Base ◽  
New Feature ◽  
The Universe

Purpose The innovative process of new product development remains unique within most organizations. This uniqueness stems from the requirements of the new product development manager to grapple with both the universe of emerging technologies from which a new feature or improvement must be found and to simultaneously maintain a constant awareness of the requirements of an ever-changing customer base. Amongst all of this uncertainty, there is still a time when new product development managers choose to ignore the warning signals that a project is failing and continue to commit resources. This paper refers to this as irrational commitment. This paper aims to examine the uncertainty of new product development and the reasons for this irrational commitment to failed projects. Design/methodology/approach The paper used a structured systematic review of literature to identify the most common types of irrational commitment in new product development and their impact on the corporation. Findings The paper provides insights into the causes and effects of management irrationally committing to new product development projects that are doomed to failure. It suggests that the three major areas of knowledge that need to be better integrated into the decision-making process are technology trends, marketing knowledge and the capabilities of the company itself. Research limitations/implications Because of the chosen research approach of using a systematic review of literature, primary research needs to be conducted in the future to validate and refine the findings of the paper. Practical implications The paper provides leadership with guidelines to avoid irrationally committing to failed new product development efforts. Originality/value This paper adds to the literature on innovation systems.

Clarifying the Fuzzy Front End of New Product Development: Teaching Engineering and Industrial Design Students Ethnographic Methods to Foster Interdisciplinary Inquiry Into Consumer Needs

1999 ◽  
Author(s):  
Jonathan Cagan ◽  
Craig Vogel
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Industrial Design ◽  
Interdisciplinary Collaboration ◽  
New Product ◽  
Product Development Process ◽  
Fuzzy Front End ◽  
Emerging Trends ◽  
Development Cycle ◽  
Development Processes

Abstract A unique approach to teaching new product development is discussed. The methodology emphasizes interdisciplinary collaboration between engineering and industrial design, and includes ethnographic techniques as a means to tie the early product development process directly to the user. The methodology builds on emerging trends in industry and the insights of the authors gained from teaching Integrated Product Development over a five year period. The approach emphasizes qualitative methods to help understand the fuzzy, early stages of the product development cycle, and the more traditional quantitative tools at the back end of the cycle. The goal is to create new products that enhance the experiences of consumers and connect with their lifestyles. The experiences discussed in this paper, while primarily formed through an academic setting, may lend new insights into product development processes for use within industry.

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