scholarly journals A Exploratory Study on the Well-Being New Product Development with Using Consumer Value Knowledge

2008 ◽  
Vol 9 (3) ◽  
pp. 107-123
Author(s):  
우정 ◽  
강민희 ◽  
Sujin Han
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Exploratory Study ◽  
New Product ◽  
Well Being ◽  
Consumer Value

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.

ARE BIOMEDICAL RESEARCH CLUSTERS EMERGING IN SINGAPORE? AN EXPLORATORY STUDY

2004 ◽  
Vol 01 (04) ◽  
pp. 477-490
Author(s):  
ALOK MISHRA ◽  
SANJAY A. BHAT ◽  
PRASAD KUMAR PALIYATH ◽  
HARIBHASKAR RANGARAJAN
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Exploratory Study ◽  
Research Collaboration ◽  
New Product ◽  
Asia Pacific ◽  
Sample Population ◽  
Medical Doctors ◽  
Biomedical Device ◽  
Lead Users

Innovation and new product development in the biomedical device industry is a complex process requiring interface between medical sciences, precision engineering and information technology. Further challenges are added by the presence of stringent regulatory requirements (e.g. FDA), health economics, outcome considerations, intellectual property issues, and complex nature of market where highly influential intermediaries (medical doctors) not only make product selection for end users (patients) but also contribute to product development. As a result, only a few biomedical device innovations succeed in reaching the market and fewer become commercially successful. A unique characteristic of this industry with regards to innovation and new product development is the importance of research collaboration between the clusters of universities, small and medium sized enterprises (SMEs), hospitals and medical doctors (lead users). The evidence of this is seen in the largest and probably the most established biomedical cluster in San Francisco Bay area, which is home to 31 universities and over 700 life sciences companies [California Healthcare Institute and PricewaterhouseCoopers (2000)]. These clusters of innovation are observed to be contributing significantly to regional economies of the US. Hence many nations as well as biomedical device multinationals are recognizing the importance of these new sources of innovation (i.e. universities, SMEs and users) and their collaboration. From this angle, the authors in this exploratory study examined biomedical device innovations taking place in select countries in Asia-Pacific and compared that with the innovation output of Singapore from a sample population of 33 000 patented innovations over a four year period (2000–2003). In addition, an attempt was made to understand the factors that are important for successful commercialization of biomedical device innovations from Singapore universities, through a questionnaire based survey of a sample of 50 researchers, and in-depth interviews with a sample of five venture capitalists and five medical doctors (lead users). The findings based on this study indicate that (1) Singapore university researchers appreciate the need for collaborative research with the industry but are sceptical about the present environment and process in Singapore. (2) Only a third of surveyed researchers have motivation to commercialize their innovations. (3) Medical doctors are more comfortable teaming up with universities than with the industry. (4) Industry has short-term perspective of research collaboration. The authors' recommendations are to (1) Encourage co-invention teams between universities, industry, and hospitals (medical doctors and clinicians), (2) Build a long-term co-invention culture through collaborative leadership, (3) Attract investment in local biomedical device R&D and production, and (4) Help Singapore universities and researchers appreciate Asia-Pacific market opportunities.

Combined MCDM approaches for century‐old Taiwanese food firm new product development project selection

2013 ◽  
Vol 115 (8) ◽  
pp. 1197-1210 ◽  
Author(s):  
Kuei‐Lun Chang
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
Food Industry ◽  
Geometric Mean ◽  
New Products ◽  
New Product ◽  
Well Being ◽  
Project Selection ◽  
Content Type

PurposeThe aim of this paper is to integrate the analytic network process (ANP) and a technique for order preference by similarity to the ideal solution (TOPSIS) to help Taiwanese managers in century‐old food industry firms make better decisions for new product development (NPD) project selection.Design/methodology/approachThe balanced scorecard (BSC) which links financial and non‐financial, tangible and intangible, inward and outward factors can provide an integrated viewpoint for decision makers in selecting optimal NPD projects. Considering the interrelated perspectives and criteria of BSC, ANP is used to obtain the weights of the criteria. TOPSIS is used for simplifying ANP to rank the alternatives. After reviewing the literature on BSC, the study collected criteria for selecting optimal NPD projects. Likert nine‐point scale questionnaires based on the BSC criteria were received from 34 senior executives to obtain the importance of criteria.FindingsBased on the geometric mean values, the top 12 criteria are: Capabilities, Well‐being, Satisfaction, Lead‐time, Risk, Facility, Reputation, Loyalty, New customer, Market, Profitability and New market to structure the hierarchy for century‐old Taiwanese food business NPD project selection.Practical implicationsUsing the hierarchy based on four perspectives and 12 important criteria, century‐old Taiwanese food businesses may select the optimal NPD projects more effectively. Moreover, the practical application of the proposed approach illustrated is generic and also suitable for century‐old Taiwanese food businesses.Originality/valueIn 2008, Taiwan External Trade Development Council (TAITRA) established an association to help century‐old businesses to maintain growth and competitive advantage. To maintain continuous competitive advantage, developing new products is necessary. However, NPD is a risky process. The vital issue in NPD is how to select the optimal projects for new products. The majority of century‐old Taiwanese businesses are in the food industry. This paper contributes to a more effective selection of optimal NPD projects for century‐old Taiwanese food firms.

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