EXAMINING THE PROCESSES OF NEW PRODUCT DEVELOPMENT AND INNOVATION: THE K. C. CONFECTIONERY CASE IN TRINIDAD AND TOBAGO

Author(s):  
Amrita Mahabir ◽  
Dinesh Soodeen ◽  
Natalie Persadie

Teaching case studies are a great way to implement active learning tactics. Writers describe case studies as complex examples, giving insight into the context of a problem and illustrating the main point. It provides student-centred activities based on topics that demonstrate theoretical concepts in an applied setting. This paper is concerned with exploring and promoting the teaching of new product development (NPD) and innovation using case studies in one of the universities in Trinidad and Tobago (T&T). The aim of this paper is to create the first local teaching case study, accompanied by an instructor’s manual. The outcome is a six-page case study, validated by undergraduate and postgraduate students, which examined the NPD and innovation processes at K. C. Confectionery Limited (KCC), a T&T based food and beverage manufacturing company.

Author(s):  
J Poolton ◽  
I Barclay

There are few studies that have found an adequate means of assessing firms based on their specific needs for a concurrent engineering (CE) approach. Managers interested in introducing CE have little choice but to rely on their past experiences of introducing change. Using data gleaned from a nine month case study, a British-wide survey and a series of in-depth interviews, this paper summarizes the findings of a research study that examines how firms orientate themselves towards change and how they go about introducing CE to their operations. The data show that there are many benefits to introducing CE and that firms differ with respect to their needs for the CE approach. A tentative means to assess CE ‘needs’ is proposed which is based on the level of complexity of goods produced by firms. The method is currently being developed and extended to provide an applications-based framework to assist firms to improve their new product development performance.


2010 ◽  
Vol 27 (3-4) ◽  
pp. 172-182 ◽  
Author(s):  
Effrosyni Petala ◽  
Renee Wever ◽  
Chris Dutilh ◽  
Han Brezet

2011 ◽  
Author(s):  
Chun-Yu Lin ◽  
Amy H. I. Lee ◽  
Ilias Kotsireas ◽  
Roderick Melnik ◽  
Brian West

2012 ◽  
Vol 452-453 ◽  
pp. 253-257 ◽  
Author(s):  
Li Lin ◽  
Xian Sheng Ran ◽  
Tian Hong Luo

This study extends the new product development (NPD) to a new field; Market Driving Digital New Product Development Method is addressed in this paper, which is based on reverse engineering and rapid prototyping technology. This study finds that the higher the effort on marketing-R&D process, the less possible it might encounter risk. Thus, a better NPD performance can be achieved by market driving Digital NPD method (MDDNPD).A case study of All-Terrain Vehicle (ATV) is used to illustrate the new method. We believe that the proposed methodology will have a positive impact on the future new product development.


Author(s):  
Erik M. W. Kolb ◽  
Jonathan Hey ◽  
Hans-Ju¨rgen Sebastian ◽  
Alice M. Agogino

Metaphors have successfully been used by new product development and design teams to help frame the design situation and communicate new products to stakeholders. Yet, the process of finding a compelling metaphor often turns upon stumbling upon it or a flash of insight from a team member. We present Meta4acle: a Metaphor Exploration Tool for design that suggests possible metaphors to make the process more one of ‘seeking out’ than ‘stumbling upon’ an effective metaphor. The tool takes data about the project in the form of a title, domain and key associations required of the metaphor and returns suggestions from a database of possible metaphor sources. We built a Meta4acle prototype and evaluated it with positive results for three existing design case studies. We present plans for its full implementation and evaluation.


2021 ◽  
Vol 12 (2) ◽  
pp. 107
Author(s):  
Ghayth Tahat

The significance of innovative capabilities and new product development (NPD) in marketing and business strategy innovation has been recognised by researchers and management. Researchers and practitioners have explored and evaluated the organisational capabilities and knowledge management, too. This current paper, however, represents inadequacy of connection between organisational capabilities, innovative capabilities, new product development and integrated shared knowledge. Furthermore, there is insufficient knowledge and data on the effect and the involvement of organisational capabilities and integrated shared knowledge to company's success, performance, and sustainability. This paper aimed at determining whether there is a connection between organisational capabilities, innovative capabilities, new product development and integrated shared knowledge. The purpose of this paper is to investigate and explore how organisational capabilities and shared knowledge impact and contribute to innovative capabilities, new product development and innovative management. This paper has empolyed a qualitative multiple-site case study through conducting one-on-one (personal) interviews as well as conducting in-depth interviews with key decision makers from innovative and technology companies located in Texas State in the USA. This paper attempts to answer the following key research question, namely: How do organisational capabilities and shared knowledge that influence innovative capability and new product development contribute to the company’s performance, success, and sustainability? NVivo 11 Qualitative Data Analysis Software was used to import and analyse the respondent interviews. The software (NVivo 11) was also used to determine the study findings through theme analysis. The paper key finding is that organisational capabilities and shared knowledge are linked and crucial for the success of innovative capabilities and new product development. A set of recommendations for future researchers is proposed.


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