New Products Management ISE

Name: New Products Management ISE
Price: 5150 ISK
Availability: InStock
Author: C. Merle Crawford; C. Anthony Di Benedetto
ISBN: 9781265726461

Höfundar: C. Merle Crawford; C. Anthony Di Benedetto (Útgáfa: 13)

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Crawford's New Product Management provides the management approach to teaching new products, with the perspective of marketing. The streamlined format of 18 chapters focuses on the topics that will be of most importance and interest to new product managers. Significant updates can be found throughout to present the "best practices" of industry and relevancy for today's businesses. New for the 2025 Release the content includes integrated technology of our complete course platform, McGraw Hill Connect.

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Útgefandi: McGraw-Hill Higher Education (International)

ISBN: 9781265726461

Print ISBN: 9781264968183

Format: ePub

Útgáfa: 13

Höfundar: C. Merle Crawford; C. Anthony Di Benedetto

Tungumál: English

Útgefið: 2025-07-01

Prent takmörkun á líftíma: 100

Prent takmörkun: 2

Afritunar takmörkun: 2

Flokkar: Viðskiptafræði

Efnisflokkar: Viðskipti og hagfræði › Almennt

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Front Matter
Cover Page
Title Page
Copyright
About the Authors
Preface
How This Book Views the Field of New Products Management
Some Basic Beliefs That Guided the Writing
Changes in the 2025 Release
Online Resources
Dedication
Contents in Brief
PART ONE
PART TWO
PART THREE
PART FOUR
PART FIVE
APPENDIXES
Contents
Part One: Opportunity Identification and Selection
Opportunity Identification and Selection
Chapter One: The Strategic Elements of Product Development
Introduction
Setting
The Importance of New Products
Globalization and New Product Development
How Product Development Is Different
What Is a New Product, and What Leads to Success?
Does This Field of Activity Have a Unique Vocabulary?
Does the Field of New Products Offer Careers?
The Strategic Elements of Product Development
The Basic New Products Process
The Other Strategic Elements
Product Development in Action
Summary
Chapter Two: The New Products Process
Introduction
Setting
The LEGO New Products Saga
The Product Innovation Charter (PIC)
The New Products Process
The New Product Portfolio
What Happened in That Saga?
The Phases in the New Products Process
Phase 1: Opportunity Identification and Selection
Phase 2: Concept Generation
Phase 3: Concept/Project Evaluation
Phase 4: Development
Phase 5: Launch
Evaluation Tasks Throughout the New Products Process
Agile Product Development
Speeding the Product to Market
Risks and Guidelines in Speeding to Market
What about New Services?
New-to-the-World Products
Disruptive Innovation
The Role of the Serial Innovator
Spiral Development and the Role of Prototypes
Closing Thoughts about the New Products Process
Summary
Case
Chapter Three: Opportunity Identification and Selection: Strategic Planning for New Products
Introduction
Setting
A Product Strategy for a “Company within a Company”
New Product Strategy Inputs and Identifying Opportunities
Product Platform Planning
Opportunities to Add Customer Value: Jobs-To-Be-Done
Noncorporate Strategic Planning
Miscellaneous Sources
The Product Innovation Charter
Why Have a PIC?
The Sections of the PIC
Background Section of the PIC
The Arena (Area of Focus) Section of the PIC
Goals and Objectives Section of the PIC
Special Guidelines Section of the PIC
How to Prepare a Product Innovation Charter
Product Portfolio Analysis: The New Product’s Strategic Fit
Summary
Case
Part Two: Concept Generation
Part Two
Chapter Four: The Product Concept and Ready-Made New Product Ideas
Introduction
Setting
Preparation
The Product Innovation Charter
Creativity and Innovation
Management’s Role in Creativity
Activities to Encourage Creativity
Special Rewards
The Removal of Roadblocks
The Product Concept
The Designer Decaf Example
The Product Concept Statement
Approaches to Concept Generation
Important Sources of Ready-Made New Product Ideas
User Toolkits and Customization
Repurposing27
Crowdsourcing
Crowdfunding41
Lead Users
Ordinary Users48
Open Innovation50
Artificial Intelligence
Summary
Case
Chapter Five: New Product Ideas: The Problem Find-Solve Approach
Introduction
Setting
The Overall System of Internal Concept Generation
Gathering the Problems
Internal Records
Direct Inputs from Technical and Marketing Departments
Problem Analysis
Scenario Analysis
Solving the Problems
Group Creativity
Brainstorming
Electronic Brainstorming and Computer-Assisted Creativity Techniques
Online Communities30
Disciplines Panel
Artificial Intelligence in Concept Generation32
Summary
Case
Chapter Six: New Product Ideas: Analytical Attribute Approaches
Introduction
Setting
Understanding Why Customers Buy a Product
Products Are Groups of Attributes
Analyzing Product Attributes for Concept Generation and Evaluation
Gap Analysis
Determinant Gap Maps
Perceptual Gap Maps
Comments on Gap Analysis
Trade-Off Analysis
Using Trade-Off Analysis to Generate Concepts
Is Conjoint the Right Method?6
Alternatives to Full-Profile Conjoint Analysis
Prototypes in Concept Testing
Qualitative Techniques
Dimensional Analysis
Checklists
Analogy
Value Curve Creation
Product Enhancements16
TRIZ18
Summary
Case
Part Three: Concept/Project Evaluation
Part Three
Chapter Seven: Concept Evaluation and Testing
Introduction
Setting
What’s Going On in the New Products Process?
The Evaluation System for the Basic New Products Process
Product Line Considerations in Concept Evaluation
The Cumulative Expenditures Curve
The Risk/Payoff Matrix
The Decay Curve and the New Products Process
Planning the Evaluation System
Everything Is Tentative
Potholes
The People Dimension
Surrogates
The A-T-A-R Model
Where Do We Get the Figures for the A-T-A-R Model?
Further Uses of the A-T-A-R Model
Concept Evaluation: Fit with Product Innovation Charter
Concept Testing and Development
What Is a New Product Concept?
The Purposes of Concept Testing
Considerations in Concept Testing Research
Prepare the Concept Statement
Define the Respondent Group
Select the Response Situation
Prepare the Interviewing Sequence
Analyzing Research Results
Identifying Benefit Segments
Conjoint Analysis in Concept Testing
Conclusions
Summary
Case
Chapter Eight: The Full Screen
Introduction
Setting
Purposes of the Full Screen
The Scoring Model
Introduction to Scoring Models
The Screening Procedure
Profile Sheet
The Analytic Hierarchy Process
Special Aspects
Summary
Case
Chapter Nine: Sales Forecasting and Financial Analysis
Introduction
Setting
Sales Forecasting for New Products
Forecasting Sales Using Traditional Methods
Forecasting Sales Using Purchase Intentions
Forecasting Sales Using the A-T-A-R Model
Techniques for Forecasting Product Diffusion
Forecasting and Cost-Volume-Profit Analysis
Observations on Forecasting Models
Problems with Sales Forecasting
Summary of the Problems
Actions by Managers to Handle These Problems
Improve the New Product Process Currently in Use
Use the Life Cycle Concept of Financial Analysis
Reduce Dependence on Poor Forecasts
Return to the PIC
Summary
Case
Chapter Ten: Product Protocol
Introduction
Setting
The Product Protocol
Purposes of the Protocol
Protocol’s Specific Contents
Target Market
Positioning
Product Attributes
Competitive Comparisons and Augmentation Dimensions
Other Components of the Product Protocol
Protocol and the Voice of the Customer
Hearing the Voice of the Customer4
Successful VOC Research14
Protocol and Quality Function Deployment (QFD)
QFD and the House of Quality
Outcomes of QFD
Some Warnings about the Difficulty of the Protocol Process
Summary
Case
Part Four: Development
Part Four
Chapter Eleven: Design
Introduction
Setting
What Is Design?
Design-Driven Innovation
The Role of Design in the New Products Process
Contributions of Design to New Product Goals
Product Architecture
A Process for Product Architecture
Product Architecture and Product Platforms
Assessment Factors for Industrial Design
Prototype Development
Managing the Interfaces in the Design Process
Improving the Interfaces in the Design Process
Computer-Aided Design and Design for Manufacturability
Design Thinking
Summary
Case
Chapter Twelve: Development Team Management
Introduction
Setting
What Is a Team?
Structuring the Team
Another Look at Projectization
Building a Team
Establishing a Culture of Collaboration
Selecting the Team Leader
Selecting the Team Members
The Role of the Project Champion
Network Building
Training the Teams
Managing the Team
Cross-Functional Interface Management
Overcoming Barriers to Market Orientation
Ongoing Management of the Team
Team Compensation and Motivation
Closing the Team Down
Virtual Teams
Managing Globally Dispersed Teams
Summary
Case
Chapter Thirteen: Product Use Testing
Introduction
Setting
The Role of Marketing During Development
Marketing Is Involved from the Beginning of the Process
Marketing Ramp-Up, or the “I Think We’ve Got It” Phase
Why Do Product Use Testing?
Is Product Use Testing Really Necessary?
Are These Arguments Correct?
Knowledge Gained from Product Use Testing
Pre-Use Sense Reactions
Early Use Experiences
Alpha and Beta Tests
Gamma Testing
Diagnostic Information
Decisions in Product Use Testing
Who Should Be in the User Group?
How Should We Reach the User Group?
Should We Disclose Our Identity?
How Much Explanation Should We Provide?
How Much Control over Product Use Should There Be?
How Should the Test Be Conducted?
Over What Time Period Should the Test Be Conducted?
What Should Be the Source of the Product Being Tested?
What Should Be the Form of the Product Being Tested?
How Should We Record Respondents’ Reactions?
How Should We Interpret the Figures We Get?
Should We Compensate the Testers?
Summary
Case
Part Five: Launch
Part Five
Chapter Fourteen: Strategic Launch Planning
Introduction
Setting
The Strategic Givens
Revisiting the Strategic Goals
Strategic Platform Decisions
Type of Demand Sought
Permanence
Aggressiveness
Product Line Replacement
Image
The Target Market Decision
Alternative Ways to Segment a Market
Micromarketing and Mass Customization
Targeting May Also Use Diffusion of Innovation
Product Positioning
Branding and Brand Management
Trademarks and Registration25
What Is a Good Brand Name?
Managing Brand Equity
Brand Equity and Branding Strategies42
Global Branding and Positioning: Standardize or Adapt?
Global Brand Leadership45
Packaging
The Role of Packaging
The Packaging Decision
Summary
Case
Chapter Fifteen: Implementation of the Strategic Plan
Introduction
Setting
The Launch Cycle
Prelaunch and Preannouncement
Announcement, Beachhead, and Early Growth
Lean Launch and Launch Timing
Launch Tactics
The Communications Plan
The Copy Strategy Statement
Personal Selling
Alliances
A-T-A-R Requirements
Awareness
Stocking and Availability
Trial
Repeat Purchase
Summary
Case
Chapter Sixteen: Market Testing
Introduction
Setting
The Market Testing Decision
When Is the Decision Made?
Is This an Easy Decision to Make?
Market Tests Must Have Teeth
The Factors for Deciding Whether to Market Test
Methods of Market Testing
Pseudo Sale
Controlled Sale
Full Sale
Pseudo Sale Methods
Speculative Sale
Simulated Test Market
Controlled Sale Methods
Informal Selling
Direct Marketing
Mini-markets
Scanner Market Testing
Full Sale Methods
Test Marketing
The Rollout
Wrap-Up on Market Testing Methodologies
Summary
Case
Chapter Seventeen: Launch Management
Introduction
Setting
What We Mean by Launch Management
The Launch Management System
Step One: Spot Potential Problems
Step Two: Select the Control Events
Step Three: Develop Contingency Plans
Step Four: Design the Tracking System
Effective Innovation Metrics
A Sample Launch Management Plan
Launch Management and Knowledge Creation
Product Failure
Summary
Case
Chapter Eighteen: Public Policy Issues
Introduction
Setting
Bigger Picture: A Cycle of Concerns
Phase I: Stirring
Phase II: Trial Support
Phase III: The Political Arena
Phase IV: Regulatory Adjustment
Business Attitudes toward Product Issues
Product Liability
Typology of Injury Sources
The Four Legal Bases for Product Liability
Other Legislation
Planning for the Product Recall
Sustainability and the Environment
Product Piracy
Designing Products for Emerging Markets
The Underlying Issues
Summary
Case
Sources of Ideas Already Generated
Introduction
Employees
Customers
Resellers
Suppliers/Vendors
Competitors
The Invention Industry
Miscellaneous
Managing These Idea Sources
Other Techniques of Concept Generation
Introduction
Techniques to Aid Problem Analysis
Composite Listing of Needs Fulfilled
Market Segmentation Analysis
Dreams
Techniques to Aid Scenario Analysis
Trend People
Trend Areas
Hot Products
Technological Roadmapping
Technical Innovation Follow-On
Cross-Impact Analysis
Techniques to Enhance Group Creativity
Phillips 66 Groups
Brainstorming Circle
Reverse Brainstorming
Tear-Down
And Also
Gordon Method
Delphi
Think Tanks
Techniques of the Analytical Attribute Approach
Benefit Analysis
Use Analysis
Function Analysis
Attribute Extension
Relative Brand Profile
Pseudo Product Test
Hierarchical Design
Weaknesses
Achilles’ Heel
Techniques to Enhance Lateral Search
Free Association
Stereotype Activity
Cross-Field Compilation
Key-Word Monitoring/Tracking
Use of the Ridiculous
Study of Other People’s Failures
Lateral Thinking—Avoidance
Creative Stimuli
Big Winner
Competitive Analysis
Looks Like…
What Can It Not Do?
Technological Mapping
Index
Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
Accessibility Content: Text Alternatives for Images
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