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How could business culture motivate enterprise innovation
Published in Artde D.K.T. Lam, Stephen D. Prior, Siu-Tsen Shen, Sheng-Joue Young, Liang-Wen Ji, Engineering Innovation and Design, 2019
The managers of 3M introduced a mature mechanism in 2004 – the New Product Commercialization Process in the Internal (NPI), which includes 7 aspects: propose innovative ideas (Ideation), concept formation (Concept), feasibility analysis (Feasibility), product development (Development), mass production (Scale up), market launch (Launch), and reflection and improvement (Postlaunch) etc. The launch of innovative product into the market is just part of the company’s policy, rather than the end of it. Through this systematic process of new product development, it helps potential products launch the market successfully.
Introduction
Published in Walter R. Paczkowski, Deep Data Analytics for New Product Development, 2020
The purpose of market research is to distill the key or overriding problem (or problem set) from the myriad of hints provided by customers so the new product development team can define and prioritize their efforts. See Inmon [2018] and Barabba and Zaltman [1991] for some discussions about the importance of the VOC as market information to be heeded.
Time pressure and coordinating project design in inter-functional teams: a configurational approach
Published in Production Planning & Control, 2023
Coordination in inter-functional teams was traditionally examined in the new product development context (De Clercq, Thongpapanl, and Dimov 2011; Lovelace, Shapiro, and Weingart 2001; Péréa and von Zedtwitz 2018; Troy, Hirunyawipada, and Paswan 2008). To develop a new product, a firm needs not only to foster external relationships with customers but also to ensure close coordination between functions (De Clercq, Thongpapanl, and Dimov 2011). The new product development often involves the functions of research and development, design, manufacturing, and marketing. Prior studies focused on coordination across multiple functions as well as a few specific functions, such as marketing and manufacturing (Swink and Song 2007).
Ambidextrous Innovation and Game Market Fit Performance: Feedback from Game Testers
Published in Journal of Computer Information Systems, 2019
Jing-Wei Liu, Yi-Hsing Wang, Jacob C. A. Tsai, Jamie Y. T. Chang
Digital games are unique and experiential products that game players typically purchase for entertainment rather than out of necessity [15, 38, 40]. New product development should be market-oriented (i.e., focus on identifying and fulfilling customer needs) to drive market performance [4]. To measure the fit of a game to consumer needs, this study investigated player satisfaction with overall game performance in terms of game–interface compatibility, game mechanics design, and game play [15].
The evaluation of innovation efficiency of China’s high-tech manufacturing industry based on the analysis of the three-stage network DEA-Malmquist model
Published in Production Planning & Control, 2023
Tsung-Xian Lin, Zhong-Huan Wu, Jia-Jia Yang
Note: New product development refers to a series of decision-making processes that begin with research and continue through product selection that meets market needs, product design, process manufacturing design, and normal production.