scholarly journals LAUNCHING INNOVATIVE COSMETICS PRODUCTS TO LITHUANIAN MARKET

2021 ◽  
Vol 13 (0) ◽  
pp. 1-8
Author(s):  
Ieva Vaičiūtė
Keyword(s):  
Development Process ◽  
New Products ◽  
New Product ◽  
Life Cycles ◽  
Product Development Process ◽  
Key Factors ◽  
Global Marketplace ◽  
Product Success ◽  
The Relationship ◽  
A Company

In this global marketplace, as products supply grow, product life cycles are shortened and consumer loyalty is declining. It is more important than ever for companies to bring new products to market in less time and periodically. This article examines the Lithuanian cosmetics industry and what difficulties a company face when introducing a new product to the market. The cosmetics industry in Lithuania is reviewed and the product development process is analyzed. Identify the factors of a successful product and the relationship between them. The paper presents the results of the surveyed companies involved in the development of cosmetics industry products. The reasons and key factors influencing product success are identified. Based on the results of the study, a model for the development of new products for the cosmetics industry is presented and conclusions and suggestions are presented.

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 A multiple triangulation analysis on the role of product development activities on product success

2017 ◽  
Vol 9 ◽  
pp. 184797901772354 ◽  
Author(s):  
Yosephine Suharyanti ◽  
Subagyo ◽  
Nur Aini Masruroh ◽  
Indra Bastian
Keyword(s):  
Resource Allocation ◽  
Product Development ◽  
Case Studies ◽  
Development Process ◽  
General Procedure ◽  
Strong Relationship ◽  
Product Development Process ◽  
Development Activity ◽  
Product Success ◽  
The Relationship

The relationship between product development process and product success remains to confound many. Although most researchers agree that product development is one of the main factors affecting product success, many case studies performed since 1980s have shown different results. Some studies find a strong relationship between a product development activity and the product success, while some others discover the opposite. There is no generic result to be referred to further study or used for practices. Therefore, this study explores further the effect of product development activities on product success by conducting a multiple triangulation approach. This approach cross-examines three methods with three different data: meta-analyses that use data from a number of case studies previously published; analytic hierarchy process that takes data from product development experts’ judgment; and resource allocation analysis that utilizes companies’ operational data. The results show that the relationship between product development process and product success is unique for every case or group of cases. The relationship can be determined by utilizing resource allocation data and experts’ judgment, as shown by a general procedure proposed.

scholarly journals Lean Practices in the Process of New Product Development: Case of Study in a Food Industry Cooperative in Brazil

2021 ◽  
Vol 9 (4) ◽  
pp. 41
Author(s):  
Simone Zamin ◽  
Leandro José Nichetti ◽  
José Antonio Cescon ◽  
Vinícius Abílio Martins ◽  
Nilton César Lima
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Lean Manufacturing ◽  
Food Industry ◽  
Development Process ◽  
New Products ◽  
New Product ◽  
Product Development Process ◽  
Lean Management ◽  
Lean Practices

This article presents a case study of employees' perception of Lean Manufacturing in the development process of new products at a Food Industry Cooperative in Brazil. A survey was applied in all areas of the company to measure the perception and understanding of employees regarding Lean Management and Lean Thinking. Also, to understand their knowledge of the principles and practices in developing new products in the company. The results showed that 76% of the responding employees have some understanding of lean management. It also shows low engagement by stakeholders and the board in the new product development process stages and weak integration between areas, such as environmental, engineering, and finance. On the other hand, RD& area presented higher engagement, with 90% of its staff supporting this process.

Successful New Product Planning

2015 ◽  
pp. 308-336 ◽  
Author(s):  
Nicholas Grigoriou
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
New Products ◽  
New Product ◽  
Product Development Process ◽  
Internal Process ◽  
Market Driven ◽  
The Cost ◽  
Rate Of Success

Successful organizations continually operate in a state of innovation in terms of the offerings they produce, frequently introducing new products or modifying and improving existing products as needed and by the market. The means of conceptualizing, designing, and marketing new products is known as new product development. Successful new product development is a considerable challenge for any market oriented organization. The cost of designing and developing new products is increasing while the rate of success of new products is not. Marketing managers are constantly looking for ways to improve their new product development process. This necessitates, among other things, linking an organization's capabilities and resources with the new product demands of the markets they serve. This chapter considers some of the internal process any market driven organization should focus on to improve the likelihood that their new products will enjoy market success.

scholarly journals USING CROWDFUNDING AS PART OF THE PRODUCT DEVELOPMENT PROCESS

2020 ◽  
Vol 1 ◽  
pp. 1245-1254
Author(s):  
H. Forbes ◽  
J. Han ◽  
D. Schaefer
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
New Products ◽  
New Product ◽  
Business Case ◽  
Product Development Process ◽  
General Electric ◽  
Large Group ◽  
Development Framework

AbstractCrowdfunding is the process of taking a project in need of investment and asking a large group of people to supply the investment. It allows organisations to sell their product before production, reducing the risk of new product development. Organisations such as Tesla and General Electric have used crowdfunding successfully but crowdfunding is yet to be explored as part of a formalised product development framework. This paper includes the business case for commercialising new products with crowdfunding and presents crowdfunding as part of a product development and commercialisation framework.

scholarly journals THE EVOLUTION OF BUSINESS RELATIONSHIPS BETWEEN TECHNOLOGY-INTENSIVE NEW VENTURES AND INCUMBENTS DURING THE NEW PRODUCT DEVELOPMENT PROCESS

2019 ◽  
Vol 23 (06) ◽  
pp. 1950052
Author(s):  
MOHAMMAD ALI BAHREINI ZARJ ◽  
ALI MOBINI DEHKORDI ◽  
NIMA HEIRATI ◽  
MOHAMMAD REZA MEIGOUNPOORY
Keyword(s):  
New Product Development ◽  
Development Process ◽  
New Ventures ◽  
New Product ◽  
Product Development Process ◽  
Business Relationship ◽  
Knowledge Share ◽  
Multiple Case ◽  
Dynamic Views ◽  
The Relationship

This study investigates how technology-intensive new ventures shape and manage their relationships with incumbents to successfully develop new products. We undertake the dynamic views of business relationship to reveal under what conditions new ventures should emphasises more on transactional contract or alliance approach to develop their relationships with incumbents. Using longitudinal multiple case analysis, we show that transactional contract is less effective during discovery and development stages to facilitate knowledge share and collaborative learning between new ventures and incumbents. However, adopting transactional contract is essential during commercialisation to strengthen the relationship, minimise the drawbacks of social bonds, and motivate both parties to engage in new projects. The results show that tensions between exchange partners are likely to increase when the incumbent is flexible to re-negotiate and share the fair benefits during the commercialisation stage. Our findings provide new insights about the evolution of new ventures’ relationships with incumbents across NPD stages.

Different Approaches to Design Management - comparative study among Swedish and Polish furniture companies

2016 ◽  
Vol 8 ◽  
pp. 46-52 ◽  
Author(s):  
Justyna Starostka
Keyword(s):  
Best Practices ◽  
Marketing Strategy ◽  
Development Process ◽  
Product Development Process ◽  
Design Management ◽  
Brand Name ◽  
The Third ◽  
Design Activities ◽  
Effective Product ◽  
A Company

There are many roles that design can play in organisations. It can be source of good marketing strategy, and designer by himself can be a promotional tool for a company. Thanks to those actions companies can gain publicity, media attention and good PR.On the second level, design can be perceived as ‘process of making things better’. In this case companies can achieve more effective product development process, new tools and technologies.On the third level we have the situation when designer work alongside with company managers with the whole business concept. At this level, designers’ work looks more like a brand consultant, a strategist. In this approach design should be reflecting certain brand name and brand values.As our study presented, Swedish companies operate on those two, higher levels, while Polish still limit the scope of design. We strongly believe, that Polish companies, as they gain more experience with design activities, will be more likely to perceive design in this more mature approach. In the meantime, presenting best practices from companies from other, more mature countries could be a good way of promoting design as a strategic asset rather than promotional tool. We believe that in order to fasten this process, Polish companies should as follows:1. Work more often with external and foreign designers;2. Expand the area of designer responsibilities in companies;3. Place the responsibility for design in hands of professional design managers.

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