new product development process

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The Internet of Things as a source for improving the new product development process

The Internet of Things as a source for improving the new product development process

homework and the sharp definition of products. Cooper & Kleinschmidt (1990) can support these drivers as they found that 85,4% of the products with a strong definition succeeded compared to only 26,2% with a poor definition. The fifth driver is called the spiral development. In this kind of development process constant feedback is required from customers during the entire process. Information changes overtime and competitive actions as well. Therefore firms need to seek feedback at every stage. It first builds a test model, which is tested. The test results, feedback, are used to revise the product. This kind of development is done to give some experience to customers because they do not know the product until they have seen it. The next driver is about globalization. This driver is interesting for bigger firms as they have the resources to go abroad. Firms that do not just focus on the domestic market outperform those that only stay in their home market (de Brentani & Kleinschmidt, 2004). However a firm should not forget to listen to customers in the foreign market. The seventh driver is about the marketing side of the new product development. As products don’t sell itself a firm should put sufficient effort in marketing programs to create awareness of the product. The last driver is concerned with the speed to the market. According to Cooper (2013) and Schilling (1998) speed to the market is one of the objectives of the new product development process. Cooper (2013) states that being the first to the market brings main advantages to a firm. However some criticisms occur. Rather than being the first to the market, timing is a better definition. Sometimes it is preferred to be a second mover instead of a first mover as firms can imitate others at lower development costs. Several ways can be followed in order to increase the speed to the market. For instance, parallel process instead of sequential. Besides the previously mentioned success drivers of the overall process, research has been done to the critical success factors of each stage in the new product development process. As this report mainly focuses on the front end these steps will be taken into account. According to Bhuiyan (2011) the first activity identified in this paper, the idea and opportunity stages, must be
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New Product Development Process In Bieichi Technology - A Technology Which Converts Plastics Into Fuels

New Product Development Process In Bieichi Technology - A Technology Which Converts Plastics Into Fuels

Alhamdulillah, Thanks to Allah, whom with His willing giving me an opportunity to complete this research paper entitled “ New Product Development Process in Bieichi Technology - A technology which converts plastics into fuels ” to fulfil the compulsory requirement of Universiti Teknikal Malaysia Melaka (UTeM) and the Faculty of Technology Management and Technopreneurship (FPTT). I would like to thank, without implicating, to my follow classmate, supervisor, lectures, family and friends for helping me working this research project.
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IMPACT OF CULTURE ON NEW PRODUCT DEVELOPMENT PROCESS: EXAMPLES FROM INDIAN AND CHINESE MARKET

IMPACT OF CULTURE ON NEW PRODUCT DEVELOPMENT PROCESS: EXAMPLES FROM INDIAN AND CHINESE MARKET

On the basis of overall discussion, it can be concluded that national culture of any culture has an impact over new product development process. National culture also defines the organizational culture or the corporate culture of the industry which indirectly affects the different stages of product development process. A handful of Western companies achieved success in Chinese market. All those companies have customized their product to suit local Chinese customers. For example- Starbucks introduced a green tea flavoured coffee especially in Chinese market. Similarly, Apple launched Gold iPhones to capture Chinese customers. The highly collectivistic culture of China is beneficial for smooth flow of information and transparent communication during later stages of product development process.
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ISSN: 1309-2448 A Content Analysis of Factors Affecting New Product Development Process

ISSN: 1309-2448 A Content Analysis of Factors Affecting New Product Development Process

However, in the analysis of the articles, most of the researchers have identified the factors affecting NPD process in a different manner. With the aim of making the subject easier to be understood, some of these items were grouped together. And, many sub-items for the groups were gathered from the analysis. The items and the subgroups in which they were included are listed in Table 1. The factors illustrated reveal the fact that cross-functional integration is an important aspect in NPD. This finding supports the nature of new product development process which “demands that the innovation process operates smoothly across a number of functional areas within a firm, including marketing, research and development (R&D) and manufacturing” (Song, Kawakami and Stringfellow, 2010). The second most frequently used dimension is marketing resources and skills. This finding is in line with the role marketing plays “… in the new product process by identifying and evaluating new product ideas and working with R&D and others in every stage of development” (Kotler and Keller, 2006, p. 634).
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A New Product Development Process: William and Mary’s Experiment in MBA Development

A New Product Development Process: William and Mary’s Experiment in MBA Development

Turning that idea into reality requires a newproduct developmentprocess owned by a diverse array of internal and external constituencies: faculty, admissions and placement staff, students, alumni, active and retired executive friends, and employers. That effort has been facilitated (and some impediments have been mitigated) by William and Mary’s unique circumstances. First, our small faculty is not departmentalized, and there is considerable cross-disciplinary collaboration on research, teaching, and outside consulting. The result is an environment with unusually few political, structural, and cultural barriers to cross-functional faculty teamwork. Second, Williamsburg draws a large number of recently- retired and semi-retired executives who are motivated to develop the next generation of business leaders. These “Executive Partners” have assumed important roles as instructors, student mentors, and strategic advisors to the Dean. As the team-based development effort has progressed, they have been increasingly important conduits to the companies that we’d like to involve in the process. Finally, our Board of Sponsors has embraced the new MBA initiative, and has backed it with their expertise, business contacts, and dollars.
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Mass Customization as Aided Value Tool in New Product Development Process

Mass Customization as Aided Value Tool in New Product Development Process

Mass customization can be achieved through product line rationalization, modularity and part standardization, using internet catalogues and order entry, supply chain design; even lean manufacturing can be an entry in mass customization. In today’s world of business where the customer is most important and business products and services are more likely to be customized to fit the needs of the customers, it is highly critical that even small businesses learn to adapt and include customization in their offerings.

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Consumer co creation: an opportunity to humanise the new product development process

Consumer co creation: an opportunity to humanise the new product development process

Responding to this research problem is important because understanding the co-creation process may reduce risks associated with NPD by helping organisations develop products that provide better value for the consumer and the firm (Hoyer et al. 2010; Cook 2008). In an age when many organisations are struggling with a deluge of data we argue that co-creation can provide a real insight into consumers and an opportunity to humanise the data. Co- creation has been assigned a range of different meanings by researchers (Nysveen & Pedersen 2014), but in the context of NPD it is defined as “a collaborative NPD activity in which customers actively contribute and/or select the content of a new product offering,” (O’Hern & Rindfleisch 2010, p86).This paper explores the collaborative practice of direct, face-to-face consumer involvement in the NPD process. It examines the process of ‘working with’ consumers from the ideation stage to new product launch. The contribution of this paper is to add
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Modelling the new product development process : the value of a product development process model approach, as a means for business survival in the twenty first century

Modelling the new product development process : the value of a product development process model approach, as a means for business survival in the twenty first century

Given the plethora of product development models available and reviewed here, it would be reasonable to assume that there would be one, which specifically follows a customer’s need through product development. However, although many pay more than just ‘lip-service’ to customer needs. None have been found that depict the whole of the process for NPD, with explicit emphasis on customer needs compliance. The closest is a descriptive list suggested by Holt et al (1984). Their list of stages during which different user needs issues are addressed is illustrated in figure 11. This is a useful list, and does highlight dif- ferent periods of need recognition, assessment and appraisal. Yet, it does not get to grips with the essence of product development interaction, process, iteration and communications required. These are issues that must first be identified by the company in order to be able to understand at least
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Internet of Things and New Product Development process : a study on the impact on success factors

Internet of Things and New Product Development process : a study on the impact on success factors

According to Hippel (2005), the process of co-creation greatly facilitates the process of augmenting the product’s fit with client’s specification since the consumers can co-innovate exactly what they want (Hippel, 2005). Within the context of IoT and its promising potential for co- creation, customers can be regarded as inactive co-creators in the product development procedure and more particularly in the fussy front-end (Appendix C) since it lays the foundation of the successive phases and determines the commercial success of the new product (Sanders, 2005). Hence, it is feasible to expect that client-input requiring front-end endeavors will be improved by the IoT and more specifically by the data retrieved from the smart, IP-connected products. Voice of the customer research is a concept utilized as a part of business and information technology to interpret the comprehensive procedure of apprehending client’s desires, inclinations and dislikes. The process behind understanding clients’ needs well is usually a costly undertaking. In addition to that, traditional statistical surveying procedure or in other words consumer research only provide a one-dimensional superficial observation into clients’ requirements (noise between what people say in what they do) and the procedures are tedious and troublesome (Hippel & Katz, 2002). Customer needs can be differentiated between articulated needs and latent needs (Griffin & Hauser, 1993). On one hand, articulated needs are those needs that a customer can readily and easily verbalize, if asked appropriately. On the other hand, latent need is a problem that a user or consumer does not realize they have. These needs tend to go unexpressed, either in light of the fact that individuals believe that they are excessively insignificant to be a focal point for someone to solve
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Front-End of Innovation to Inform the New Product Development Process: Identifying Opportunities for Cellulose Diacetate in Nonwoven Applications.

Front-End of Innovation to Inform the New Product Development Process: Identifying Opportunities for Cellulose Diacetate in Nonwoven Applications.

Though the generation of ideas may seem simple, proper management of the ideas is critical to successful new product development. Of the best management practices for innovation, idea management has been shown to have the strongest impact on new product sales, above technology & resource management, strategic planning, product development process management, and market intelligence 59 . All ideas generated must pass through the Idea Screen, or Gate 1, in the Stage-Gate process. The criteria for “good ideas” are primarily concerned with strategic alignment for the company, market attractiveness, product advantage, the ability to leverage the firm’s resources towards the project, and how it fits with company policies. Ideas that pass through this gate are approved for initial commitment of company resources and move on to the next stage of development.
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Usage Of Information Technology In New Product Development Process

Usage Of Information Technology In New Product Development Process

and effort towards developing NPD models that captures stages of the NPD process (Bhuiyan, 2011). One of the frameworks or model for managing the activities of developing new products was developed by Booz, Allen and Hamilton (1982) NPD process was divided into seven sequential stages namely; New Product Strategy Development, Idea Generation, Screening and Evaluation, Business Analysis, Development, Testing and Commercialization. Research suggest that IT tools are viable instruments for connecting a company to its customers, IT tools are seen as a platform to build a relationship between company and users of their products/service (Jespersen and Buck, 2009) and the rise in self-service technologies backs this assertion. A way of building relationship with customers and motivate them to collaborate in the development of new product is by using virtual environments. IT tools shorten the distance between the users of developed products and the company, consequently increasing the user engagement in the development of the new product. Companies can provide a range of online services to the customer that facilitates the involvement of the user in NPD by combining various new technologies (Nambisan, 2002). IT tools can be used to assist managers to monitor and control the NPD activities. It is no secret that many companies operating in the competitive atmosphere of today’s markets are in one way or the other compelled to develop new products that can accomplish a variety of products that could simultaneously accomplish several objectives. If these products are introduced at the right time and they offer good value by meeting customers demand, they will enhance the strategic positioning of the company or organization. Internally, many companies rely on IT infrastructure, IT tools and software
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Finding and Evaluating Customers’ Needs in the Product-Development Process

Finding and Evaluating Customers’ Needs in the Product-Development Process

Today's com panies are fa c in g new challenges: global business and local operation, the standardization and individualization ofproducts, and demanding customers and fierce competition. This paper presents the phases o f quality functions deployment (QFD) during a new-product development process along with the method fo r obtaining, structuring and evaluating customer needs. A fu ll description ofthe information resourcesfor obtaining the data on customer needs is given, and the methods fo r obtaining, structuring and evaluating the data on customer needs are presented. The QFD process o f new-product development is described. We present the results o f testing the proposed methodology, taking into account the voice o f the customer, in the process o f developing a new Vario Flow product in a company that produces and sells medical equipment on domestic and foreign markets.
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The Internet of Things : the next big thing for new product development?

The Internet of Things : the next big thing for new product development?

This research was subject to various limitations. These limitati- on are mostly related tot he expert survey. Firstly, only 5 experts filled in the survey for the expert study. This makes that any conclusions subtracted from the expert study are merely an indication of the general opinion. In addition, the survey did not always attracted rich answers, making it hard to understand the reasoning behind their opinion or expectation. This can mean that some findings in this research lacked the rich foundation that they could have had with additional expert insights. 
 Lastly, some responses did not answer the sub-questions. This could imply that some survey questions were not clear to the respondents and could have been designed better. Especially the question 'What effect do you expect the IoT to have on the costs of the new product development process?' is misleading in hind- sight. It could imply that the main objective is to reduce costs. Although this is one way to control costs, the focus must lie on making sure that costs are recoupable in the end. Blindly redu- cing costs can cause quality to diminish. 

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Determination AHP Analysis of the Virtual Stage Gate Process in the Global Scale Automotive Design

Determination AHP Analysis of the Virtual Stage Gate Process in the Global Scale Automotive Design

In this study, it is aimed to determine the ranking importance levels of the stages to be taken into consideration for new product development on a global scale in the automotive design process. New product design activity and stage-gate process differences between local automotive firms (serial produc- tion factory and stage-gate department in Turkey) and global automotive com- panies (serial production factory and stage-gate department in Turkey) are examined comparatively in the research area. In the automotive industry, which has been developing for a century, the question of how the local com- pany products operating in the last sixty years have not been able to spread globally or how to develop global products is the background question of the research. For this purpose, one on one interviews were held with the managers of 3 national and 3 international automotive companies, who worked in the same region and who had previously designed a new vehicle, with design and product development departments. According to the data obtained by the AHP (Analytic Hierarchy Process) in the automotive design process, the importance of the criteria that should be taken into account for global product development has revealed. According to the results of the study, it was found that design validation stages were the most important globalization criterion in automotive design process as a new study area. In the comprehensive survey of the study, no other publication has been encountered to measure or evaluate the stages in the automotive design and new product development process in other sectors, including the vehicle industry. As in every industry sector, in the automotive industry, with the new product companies provide market development or competitive advantage. The new product is the life channel of a company and in the realization of this new vehicle; the disciplines of the automotive industry are formed by a hundred years of experience.
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Can Smart Homes contribute to the New Product Development (NPD) process?

Can Smart Homes contribute to the New Product Development (NPD) process?

key steps of the NPD process rather than analysing how smart home data can contribute in every single step of the process, which might become redundant. Therefore, in this section, the critical success factors of the NPD process will be introduced, which will, later on, be analyzed to understand how firms can contribute to these success factors using smart home data. According to Schilling (1998), competitive advantage and successful launch of new products were previously realized by excelling in terms of quality and price. However, the increase of competitors diminishes the effect of good quality service or low pricing. Competitors with radical innovations tend to shorten product's life cycles, resulting in creative destruction. To realize a successful New Product Development Process, Schilling (2013) introduced three critical objectives which must be realized: (1) maximized fit with customer requirements, (2) minimized development cycle time, (3) controlled development costs. The first critical success factor of the NPD process that Schilling (2013) presented is the maximized fit with customer requirements. According to her, in order to be successful in the marketplace, a product must offer more compelling features, greater quality, or more attractive pricing than competing products. This all sounds obvious to most ears but many new developments projects still fail to achieve these points. Numerous reasons could be the cause of this. Firstly, firm’s might overinvest in some features at the expense of features which were valued more by the customers. This indicates that firms’ interests are not aligned with the customers and that they do not have a good reliable image of what customers value. Secondly, firms may overestimate the willingness of customers to pay for particular features, this leads them to produce over expensive and feature-packed products, resulting in not gaining a significant market share. Thirdly, firms could have difficulties in resolving the heterogeneity of customer demands. Due to this, they might end up producing a product which makes compromises between conflicting demands of various customers, which will typically result into failing to be attractive to any of the customer segments (Schilling, 2013).
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Knowledge creation in New Zealand manufacturing : a thesis presented in partial fulfilment of the requirements for the degree of Master of Technology in Product Development at Massey University

Knowledge creation in New Zealand manufacturing : a thesis presented in partial fulfilment of the requirements for the degree of Master of Technology in Product Development at Massey University

How well companies manage their new product development process becomes a critical determinant of successful organisational knowledge creation and in tum of the levels of innovation that[r]

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Automotive Process-based New Product Development: A Review of Key Performance Metrics

Automotive Process-based New Product Development: A Review of Key Performance Metrics

Fig. 4 describes how PRP (NPD) interacts with customer and other processes in the QMS including management process. It also shows that PRP (NPD) is comprise of COPs and support processes as describe above. Fig. 5 focuses on management monitoring over COP and support process in the organization. The monitoring may includes design review, verification and validation. Design reviews including verifications and validations are formal reviews conducted during the development program to assure that the metrics, requirements, concept, and product or process satisfies the requirements of that stage of development, the issues are understood, the risks are being managed, and there is a good business case for development. Typical design reviews include: requirements review, concept/preliminary design review, final design review, and a production readiness/launch review including program’s progress according to customer timing requirement. Reference [26] described that, under the design review concept, those who will be impacted by the design are given the opportunity to review the design during various formative stages. Design and development verification as part of the review should be performed in accordance with planned arrangements to ensure that the design and development outputs have met the design and development input requirements. Design verification is testing to assure that the design outputs meet design input requirements. Design verification may include activities such as: design reviews, performing alternate calculations, understanding and performing tests and demonstrations, and review of design documents before releasing. The verification for the NPD should focus on the inputs and outputs of each phase of the NPD including applicable customer requirements according to the customer timing program. Design and development validation as part of the review that mainly involved on PRP (NPD) phase 4 is performed in accordance with planned arrangements to ensure that the resulting product and manufacturing process is capable of meeting the requirements for the specified application or intended use. The validation should be completed prior to the delivery or implementation of the product. Product design validation is performed on the final product design with parts that meet design intent produced from manufacturing processes from PRP (NPD) phase 4 intended for normal production. Both of product and process validation/testing data are compiled together and submit
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A conceptual analysis on the different approaches to new product development and the variables associated with modelling the process

A conceptual analysis on the different approaches to new product development and the variables associated with modelling the process

Globally, new products are launched almost every day. They are developed to provide solutions to common or specialised problems; to enrich our lifestyle; to release us from mundane and monotonous jobs; to give reliable alternatives to old solutions; to amuse us; to provide items that are more pleasing to the eye; to be more ecologically aware etc. What the companies that develop, design, manufacture, market and sell these products are seeking is commercial compensation in the short, medium or long term “success” however you measure it. Subsequently, New Product Development is a major issue for most companies as they seek to reduce time to market, reduce the development cycle, access new technologies and develop more and better products and services. As the development of such new products that can successfully compete in local, national and global markets has thus become a key concern for the majority of companies, so successful NPD is now being seen as a fundamental to both stimulating and supporting economic growth. It is therefore a subject, which has received and continues to receive much attention, particularly in seeking to improve its effectiveness and efficiency. Therefore, paper reviews the New Product Development (NPD) process and considers the variables associated with the different approaches, which may be needed when developing a new product.
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AN EMPIRICAL EXPLORATION OF THE NEW PRODUCT PROCESS PROFICIENCY–NEW PRODUCT SUCCESS RELATIONSHIP

AN EMPIRICAL EXPLORATION OF THE NEW PRODUCT PROCESS PROFICIENCY–NEW PRODUCT SUCCESS RELATIONSHIP

This study has a few noteworthy limitations. First, study findings may not be generalizable to industries other than the heavy construction equipment, electrical equipment, and medical devices industries, or to other than sampled organizations within these three industries. Moreover, Song and Xie [2000] suggest that, for organizations in countries other than those from which the data were obtained for this research, there may be, for example, cultural reasons why these research findings are not relevant. Second, causality has not been assumed in the development of any of these hypotheses. It may appear that innovation/NPD process proficiency directly causes changes in new product market success. However, the degree of new product market success attained by prior new product launches in these three industries may have caused increased R&D/manufacturing and/or marketing process proficiency during subsequent new product development cycles. Third, although this study’s response rate of 46.8% is quite good and steps were taken to ensure a lack of non-response bias, the data associated with the sample of 131 new product projects used in this study may contain some degree of bias that was not detected by the processes noted earlier.
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Craft and industry : Investigating the nature and value of collaboration between crafts practitioners and manufacturers within the new product develpment process

Craft and industry : Investigating the nature and value of collaboration between crafts practitioners and manufacturers within the new product develpment process

movement can be traced through the relationships between practitioners. Harvey Littleton, for example, inspired both Erwin Eisch, who became a dominant influence on the studio glass movement in continental Europe (Klein p.268), and Sam Hermann, who - as explained in section 3.5 - inspired the first generation of British glass artists (Harrod 1999 p.328). The 1976 Crafts Advisory Committee conference ‘Working With Hot Glass’, meanwhile, provided the foundations for the development of an international glassmaking community (Harrod 1999 p.402) which was developed at the 1979 Coming show, with its spirit of ‘international co­ operation’ (Klein and Ward 1992 p.265). Such communities also feature in the development of contemporary metalwork: the 1980 Victoria and Albert Museum conference and exhibition ‘Towards a New Iron Age’ are considered influential in having assimilated British participants’ traditional skills with the new techniques and expressive potential introduced by US delegates. They also stimulated interest in collaboration between iron workers and architects (Harrod 1999 p.403), thereby helping to initiate the trend towards collaboration between practitioners and other professionals on large-scale commissions described by Butcher (in Johnson 1998 p 1963).
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