Performance evaluation of new product development from a company perspective

2001 ◽  
Vol 12 (5) ◽  
pp. 368-378 ◽  
Author(s):  
Helen Driva ◽  
Kulwant S. Pawar ◽  
Unny Menon
Keyword(s):  
Performance Evaluation ◽  
Product Development ◽  
New Product Development ◽  
New Product ◽  
A Company

NEW PRODUCT DEVELOPMENT WITHIN SMALL AND MEDIUM-SIZED ENTERPRISES: ANALYSIS THROUGH TECHNOLOGY MANAGEMENT MAPS

2006 ◽  
Vol 03 (03) ◽  
pp. 283-302 ◽  
Author(s):  
HUW MILLWARD ◽  
CHRIS BYRNE ◽  
ANDREW WALTERS ◽  
ALAN LEWIS
Keyword(s):  
Product Development ◽  
Technology Management ◽  
Product Quality ◽  
New Product Development ◽  
New Product ◽  
Knowledge Resources ◽  
A Company

Technology management maps have been developed to evaluate new product development (NPD) within small and medium-sized enterprises (SMEs). These maps provide a graphical 'footprint' of a company in terms of knowledge, resources, quality, and innovation & change. A series of 15 case-study companies highlight that the shape and extent of the technology management maps correlate well with the overall impact of the NPD activities. Implementation of an effective NPD process is the main distinguishing factor between the best- and worst-performing companies. The inherent benefits of design-led technology are also encapsulated, specifically in the areas of resource savings and improved product quality.

AN EXPLORATORY STUDY OF PROJECT VISION: ITS COMPONENTS AND IMPACT ON INNOVATION SUCCESS

1999 ◽  
Vol 03 (01) ◽  
pp. 91-109 ◽  
Author(s):  
GARY S. LYNN
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Exploratory Study ◽  
New Product ◽  
Radical Innovation ◽  
Extreme Form ◽  
A Company ◽  
Project Level

The concept of corporate vision has been receiving considerable attention in the strategy scholarship. A clear and lofty organisational vision can provide direction to a company and can positively impact on its ability to succeed. Yet research on vision at the project level has been curiously lacking. The purpose of this research is to define project vision, discuss its components and its impact on successful new product development. By studying the vision on a series of innovations at one company (IBM), we identified several components of an effective vision that include clarity, agreement, support and stability. This article concludes with an assessment of the applicability of these vision components for the extreme form of innovation called radical innovation.

scholarly journals Model for technological innovation integration and new product development in firms under innovation discontinuities

2020 ◽  
Vol 10 (2) ◽  
pp. 72-80
Author(s):  
Jorge Lino Alves ◽  
Selma Regina Martins Oliveira
Keyword(s):  
Technology Integration ◽  
Product Development ◽  
New Product Development ◽  
Technological Innovation ◽  
Information Needs ◽  
Phase 1 ◽  
New Product ◽  
Product Development Process ◽  
Promethee Ii ◽  
A Company

This article aims to contribute to a new planning policy in the development of innovative products. To do so, it presents a new modelling proposal to integrate technological innovation and new product development in a company of the traditional pewter sector in Portugal, under innovation discontinuities, carried out according to the following stages: Phase 1: Modelling of the information needs in product development process; Phase 2: Determining of technology integration dimensions to the product; and Phase 3: Evaluating the performance of technology integration dimensions to the product. A case study was conducted in a company of traditional tin sector in Portugal. The investigation was helped by the intervention of specialists. In order to reduce the subjectivity in the obtained results, the methods of Categorical Judgment Law, Artificial Neural Networks, the multi-criteria Electre III methods, compromised programming and Promethee II, multivariate analysis and the neuro fuzzy technology were used. The results were satisfactory, validating the present proposal.   Keywords: Modelling proposal, planning, integration, technological innovation, new product development, traditional pewter sector.  

Effectively Using Systems Thinking in New Product Development (NPD)

2018 ◽  
Vol 8 (2) ◽  
pp. 69-85
Author(s):  
Brian J. Galli
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Systems Thinking ◽  
New Product ◽  
Project Managers ◽  
Future Research ◽  
Start Up ◽  
Push Forward ◽  
A Company

This is a case study concerning technology start-up companies involved in systems thinking during new product development. It is found that systems thinking is pivotal to assisting project managers in moving a project from start to successful completion. The essence of systems thinking is getting all teams in a company to work together as one, to push forward new product development. The study reveals some of the challenges associated with implementing the systems theory in new product development for these companies. This area of study holds promise for continued future research. However, there are still some implementation issues in the real world that have been identified and perhaps are in need of further exploration.

scholarly journals Modeling the New Product Development Process

2009 ◽  
pp. 208-227 ◽  
Author(s):  
Jonathan D. Owens
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
New Product ◽  
Product Development Process ◽  
Successful Outcome ◽  
Positive Effects ◽  
Innovative Capabilities ◽  
Development Route ◽  
A Company

Success in new product development (NPD) can be considered a general aim for any company wishing to survive in the 21st Century. It has been found that positive effects can result from the existence of formal “blueprints” and “roadmaps” of the NPD process. This chapter discusses numerous NPD processes which can assist a company to capture what it does, and follow a structured development route, from which it is possible to gain a better understanding of how to improve the development process, and thus reap the potential and tangible benefits. This chapter’s focus is at organisations that are considering implementing a new product development (NPD) process in order to improve repeatability and ultimately sustainability of their innovative capabilities, a necessary and vital component for survival. It aims to bring an understanding of the underlying characteristics that may contribute to a potential and successful outcome during the development process within organizations, through the adoption of a structured NPD process.

scholarly journals The value of customer involvement in new product development for company

Marketing ◽  
2020 ◽  
Vol 51 (4) ◽  
pp. 271-282
Author(s):  
Mirjana Gligorijević ◽  
Jovan Rusić
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Products ◽  
New Product ◽  
Market Size ◽  
Local Market ◽  
Customer Involvement ◽  
The Past ◽  
Development Processes ◽  
A Company

Modern companies are facing much tougher competition than before. In the past, companies were competing, mostly with other companies locally. Now companies can offer their products to customers beyond the local market. Globalization presents a huge chance for companies to grow by an increase in the market size, but as the market size grows, the same happens with the competition. If a company wants to endure, a company is under pressure to innovate, and including customers can affect new product development. The goal of this paper is to determine if including consumers in new product development can affect faster and better quality new product development processes and increase new product value for the company. This analysis should provide us with an answer to the question, should we include consumers, and if we should, when? The results of this paper could act as a guide for managers in developing new products.

How to successfully introduce concurrent engineering into new product development?

2020 ◽  
pp. 1063293X2096792
Author(s):  
Lidija Rihar ◽  
Tena Žužek ◽  
Janez Kušar
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Concurrent Engineering ◽  
Development Time ◽  
New Products ◽  
New Product ◽  
Low Costs ◽  
A Company ◽  
Reduced Time

Today, three conditions are crucial for a company to be competitive on the market: quality, reduced time and low costs for the development of new products. The paper shows how companies developing new products (NPD) for the market can successfully implement concurrent engineering as an improvement of project management, in order to reduce product development time and costs and to ensure the quality expected by customers. The methodology presented in this paper is based on three main pillars of knowledge: project management, teamwork and concurrent engineering. The methodology provides a step-by-step guideline for the introduction of concurrent engineering in a company. This paper also presents the results of 10 Slovenian companies where this methodology has been tested on 20 pilot projects. The results show that managed projects upgraded with the principles of concurrent engineering lead to cost reduction, shorter development time and fewer discrepancies.

The Value of Marketing in Project Environments from Three Key Perspectives

2019 ◽  
Vol 10 (1) ◽  
pp. 1-18 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
The Poor ◽  
Poor Understanding ◽  
Negative Implication ◽  
Value Of Marketing ◽  
The Voice ◽  
A Company ◽  
Voice Of The Customer

Marketing is a tool that can prove to be very valuable to many different areas of business; it has impacts on several different areas, but it is important to analyze the relationships that technical marketing has with three key areas, those being: the voice of the customer, technology, and new product development. In any marketing investment, it is important to identify the target customer, collect the information about the customer and what the customer's want. The company could use “voice customer” to understand the needs and wants of customers. Understanding and realizing the customer's needs and requirements have been recognized an unavoidable challenge for a company. The poor understanding of the customers' need and the inaccurate assumption for the questionnaire will lead to a negative implication on product's design and quality, and will also lead to more cost and time.

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