There are two approaches to reflecting a customer's point of view in new product development (NPD). One is a customer-following approach that utilizes expressed consumer needs. The other is a customer-leading approach that focuses on consumers' latent needs. Currently, the number of customer-leading approaches is increasing rapidly through design-oriented NPD. This case study of LG Electronics' Chocolate Phone reveals a market-oriented frame of mind. From a design point of view, it is important to select talented designers and combine them with market insight and communication skills. From a development perspective, strong technological capabilities, optimization of design functions, and strong managerial support are all central to success. From a marketing point of view, key factors in...
The purpose of this study was to qualitatively investigate structural determinants of escalation of commitment (EC) in the new product development (NPD) setting. The results of an experiment, in which MBA student subjects assumed the role of NPD decision-makers, indicate that rationale to escalate commitment may be related to the three structural determinants under investigation: strategic NPD orientation, level of NPD risk and the NPD time frame. The results also indicate that different rationale may be used for escalating and de-escalating commitment. As a result of this study, perhaps scholars and practitioners alike will be encouraged to pursue additional research into structural determinants of escalation and de-escalation of commitment impacting NPD professionals, so that a better...
New product development is becoming increasingly risky, expensive and reliant on disparate knowledge bases spread across multiple firms. Many organizations are devolving design responsibility to their suppliers in order to meet these challenges, yet may lack appropriate knowledge of "best practice" in managing supplier integration. For example, how to adjust their management practices to the timing of supplier integration and the degree of design responsibility award to suppliers. A survey of 134 global industrial organizations, and their efforts to integrate suppliers into their new product development processes, shows that early assessment of supplier capabilities and setting joint technology goals can improve the effectiveness of NPD project teams, and lead to improved product design...
The relationships between organizational climate variables and the three components of market orientation are tested to investigate if the findings published by Jaworski and Kohli (1993) are confirmed in an industry-specific sample of cross-functional new product development teams at the sub -SBU level. The findings support Jaworski's and Kohli's (1993) findings for two of their variables, are opposite their findings on three, and partially support the remaining two. Two additional organizational climate variables not directly tested by Jaworski and Kohli (1993) are tested here and were partially supported.
Extant scales for risk propensity are confined to specific decision contexts, lending them less applicable to multifaceted business decisions where decision-making agents' general risk propensity across different aspects of the decisions can be an important determinant. To fill this gap, this study developed a scale that measures general risk propensity of decision-making agents and can be applicable to multifaceted business decisions. The scale development approach used in this study was based on Hinkin's (1998) guideline for survey scale development. A five-item general risk propensity scale was developed, then assessed on its reliability and unidimensionality, and further validated through its correlation with other context-specific risk propensity scales and with conceptually relate...
... example, regarding decision-making in new product development process in high-tech industries, manag...
Marketing has always adopted and adapted concepts from other discipline areas. The concept of marketing knowledge describes relationships observed over different circumstances embodied in principles. Marketing knowledge should be helpful to businesses to better understand their customers, allowing business firms to make wise decisions, take successful actions and thus keepg their competitive edge. This study analyzes the marketing knowledge in the Jewelry Industry, located in Guadalajara, Mexico, by analyzing the marketing information system, customer relationship management and the new product development process.
We present a retrospective look at the articles on New Product Development that appeared in the first 50 issues of Production and Operations Management (POM). We discuss some of the strengths and weaknesses of this POM literature stream. This article is not intended to be a literature review or an exhaustive review of the articles. Rather, we seek to identify new opportunities for rigorous and relevant research, research that has the potential of differentiating and enhancing POM within the Operations Management literature.
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