New Products Management

, by Crawford, Merle; Di Benedetto, Anthony; Crawford, C. Merle; Di Benedetto, C. Anthony

Note: Supplemental materials are not guaranteed with Rental or Used book purchases.

ISBN: 9780072961447 | 0072961449
Cover: Hardcover
Copyright: 1/11/2005

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New Products Management provides future new product managers and team leaders with a complete toolkit for learning and executing the product development process. Students learn how real-world managers oversee effective strategy development, manage teams, evaluate ideas, and manage the technical and financial aspects of new product management. Book jacket.

PART ONE OVERVIEW AND OPPORTUNITY IDENTIFICATION/SELECTION

(76)

The Menu

(18)

Setting

(1)

Why Is This an Important Field of Study?

(3)

What's Special about This Field, from the Student's Viewpoint?

(2)

OK, So What Is a New Product, and What Leads to Success?

(3)

What about New Services, Business-to-Business Products, and International Products?

(1)

On What Basic Ideas or Concepts Is This Field of Activity Built?

(2)

Don't Most Real Innovations Come from Small Firms and Inventors?

(1)

Is New Products Management an Art or a Science?

(1)

Does This Field of Activity Have a Unique Vocabulary?

(1)

Does the Field of New Products Offer Careers?

(1)

Given All of This, What Will We Be Doing in This Book?

(1)

Does All This Actually Work?

(1)

Summary

(1)

Applications

(2)

The New Products Process

(29)

Setting

(1)

The Highlighter Saga

(3)

What Happened in That Saga?

(1)

The Basic New Products Process

(7)

Phase 1: Opportunity Identification and Selection

(1)

Phase 2: Concept Generation

(1)

Phase 3: Concept/Project Evaluation

(1)

Phase 4: Development

(1)

Phase 5: Launch

(1)

The Concept Life Cycle

(2)

Speeding the Product to Market

(5)

Techniques for Speeding Time to Market

(3)

Risks and Guidelines in Speeding to Market

(2)

What about New Services?

(2)

What about New-to-the-World Products?

(3)

Closing Thoughts about the New Products Process

(1)

Summary

(1)

Applications

(1)

Case: Tastykake Sensables

(2)

Case: Merck

(3)

Opportunity Identification and Selection: Strategic Planning for New Products

(27)

Setting

(1)

Why Have Strategic Planning?

(1)

A Strategy for a ``Company within a Company''

(1)

New Product Strategy Inputs

(7)

Product Platform Planning

(4)

Opportunity Identification

(1)

Noncorporate Strategic Planning

(1)

Miscellaneous Sources

(1)

The Product Innovation Charter

(8)

Background Section of the PIC

(1)

The Arena (Area of Focus) Section of the PIC

(2)

Goals and Objectives Section of the PIC

(1)

Special Guidelines Section of the PIC

(2)

A Word on How to Prepare a Product Innovation Charter

(3)

The New Product's Strategic Fit

(2)

Summary

(1)

Applications

(1)

Case: New Product Strategy at Kellogg

(2)

Case: Microsoft Windows 95

(3)

PART TWO CONCEPT GENERATION

(84)

Preparation and Alternatives

(21)

Setting

(1)

Preparation

(7)

The Product Innovation Charter

(1)

Finding the Right People

(2)

Management's Role in Making Creative People Productive

(1)

Activities to Encourage Creativity

(2)

Special Rewards

(1)

The Removal of Roadblocks

(1)

The Concept

(6)

The Designer Decaf Example

(1)

The Concept Statement

(2)

Two Basic Approaches

(1)

Important Sources of Ready-Made New Product Ideas

(3)

Summary

(1)

Applications

(1)

Case: Concept Generation in the Toy Industry

100

(2)

Problem-Based Ideation: Finding and Solving Customers' Problems

102

(23)

Setting

102

(1)

The Overall System of Internal Concept Generation

102

(2)

Gathering the Problems

104

(12)

Internal Records

104

(1)

Direct Inputs from Technical and Marketing Departments

104

(1)

Problem Analysis

105

(1)

The General Procedure

106

(2)

Methodologies to Use

108

(4)

Scenario Analysis

112

(4)

Solving the Problems

116

(4)

Group Creativity

117

(1)

Brainstorming

117

(1)

Electronic Brainstorming and Computer-Assisted Creativity Techniques

118

(1)

Disciplines Panel

119

(1)

Concept Generation Techniques in Action

119

(1)

Summary

120

(1)

Applications

120

(1)

Case: Campbell's IQ Meals

121

(2)

Case: Earning Organizational Respect

123

(2)

Analytical Attribute Approaches: Introduction and Perceptual Mapping

125

(17)

Setting

125

(1)

Understanding Why Customers Buy a Product

125

(2)

Products Are Groups of Attributes

125

(2)

Analyzing Product Attributes for Concept Generation and Evaluation

127

(1)

Gap Analysis

127

(12)

Determinant Gap Maps

128

(1)

Perceptual Gap Maps Based on Attribute Ratings (AR)

129

(6)

Perceptual Gap Maps Based on Overall Similarities (OS)

135

(3)

Comments on Gap Analysis

138

(1)

Summary

139

(1)

Applications

139

(1)

Case: Dell Computers (A)

140

(2)

Analytical Attribute Approaches: Trade-Off Analysis and Qualitative Techniques

142

(21)

Setting

142

(1)

Trade-off Analysis

142

(8)

Using Trade-off Analysis to Generate Concepts

143

(2)

A Conjoint Analysis Application

145

(3)

Recent Modifications in Conjoint Analysis

148

(2)

Virtual Prototypes in Concept Testing

150

(1)

Qualitative Techniques

150

(1)

Dimensional Analysis

151

(1)

Checklists

152

(1)

Relationships Analysis

153

(4)

About the Dimensions Used in Relationships Analysis

153

(1)

Two-Dimensional Matrix

154

(1)

Morphological or Multidimensional Matrix

155

(2)

Analogy

157

(1)

Summary

157

(1)

Applications

158

(1)

Case: Rubbermaid Inc.

159

(4)

PART THREE CONCEPT/PROJECT EVALUATION

163

(114)

The Concept Evaluation System

165

(20)

Setting

165

(1)

What's Going on in the New Products Process?

165

(4)

The Evaluation System for the Basic New Products Process

166

(2)

Product Line Considerations in Concept Evaluation

168

(1)

The Cumulative Expenditures Curve

169

(3)

The Risk/Payoff Matrix

170

(1)

The Decay Curve

171

(1)

Planning the Evaluation System

172

(3)

Everything Is Tentative

172

(2)

Potholes

174

(1)

The People Dimension

174

(1)

Surrogates

175

(1)

The A-T-A-R Model

175

(5)

Where Do We Get the Figures for the A-T-A-R Model?

179

(1)

Further Uses of the A-T-A-R Model

180

(1)

Summary

181

(1)

Applications

181

(1)

Case: Concept Development Corporation

182

(1)

Case: The G5 Doll

183

(2)

Concept Testing

185

(26)

Setting

185

(1)

The Importance of Up-Front Evaluations

185

(1)

The Product Innovation Charter

186

(1)

Market Analysis

187

(1)

Initial Reaction

187

(1)

Concept Testing and Development

188

(5)

What Is a New Product Concept?

191

(1)

The Purposes of Concept Testing

191

(2)

Considerations in Concept Testing Research

193

(7)

Prepare the Concept Statement

193

(4)

Define the Respondent Group

197

(1)

Select the Response Situation

198

(1)

Prepare the Interviewing Sequence

199

(1)

Variations

199

(1)

Analyzing Research Results

200

(4)

Identifying Benefit Segments

200

(1)

Joint Space Maps

201

(3)

Conjoint Analysis in Concept Testing

204

(2)

Conclusions

206

(1)

Summary

206

(1)

Applications

207

(1)

Case: Wolverine Car Wash

208

(1)

Case: Dell Computers (B)

209

(2)

The Full Screen

211

(19)

Setting

211

(1)

Purposes of the Full Screen

211

(2)

The Scoring Model

213

(13)

Introductory Concept

213

(2)

The Procedure

215

(5)

Profile Sheet

220

(1)

A Screening Model Based on Project NewProd

220

(3)

The Analytic Hierarchy Process

223

(2)

Special Aspects

225

(1)

Summary

226

(1)

Applications

226

(1)

Case: Wilson Sporting Goods (A)

227

(3)

Sales Forecasting and Financial Analysis

230

(26)

Setting

230

(1)

Sales Forecasting for New Products

231

(6)

Forecasting Sales Using Purchase Intentions

233

(1)

Forecasting Sales Using the A-T-A-R Model

233

(1)

Techniques for Forecasting Product Diffusion

234

(3)

Observations on Forecasting Models

237

(1)

Problems with Sales Forecasting

237

(2)

Summary of the Problems

239

(1)

Actions by Managers to Handle These Problems

239

(6)

Improve the New Product Process Currently in Use

239

(1)

Use the Life Cycle Concept of Financial Analysis

240

(1)

Reduce Dependence on Poor Forecasts

241

(4)

Return to the PIC

245

(2)

Summary

247

(1)

Applications

248

(1)

Case: Bay City Electronics

248

(1)

Bay City Appendix: Financial Analysis for New Products

249

(7)

Compiling the Key Data

253

(3)

Product Protocol

256

(21)

Setting

256

(1)

Review

256

(2)

Purposes of the Protocol

258

(2)

Protocol's Specific Contents

260

(7)

Target Market

260

(2)

Positioning

262

(1)

Product Attributes

262

(2)

Competitive Comparisons and Augmentation Dimensions

264

(1)

Marketing Requirements

265

(1)

Other Components of the Product Protocol

265

(1)

An Example of Requirements

266

(1)

Protocol and Quality Function Deployment (QFD)

267

(5)

QFD and the House of Quality

267

(3)

Outcomes of QFD

270

(2)

Some Warnings about the Difficulty of the Protocol Process

272

(1)

Summary

273

(1)

Applications

273

(1)

Case: Wilson Sporting Goods (B)

274

(3)

PART FOUR DEVELOPMENT

277

(80)

Design

281

(22)

Setting

281

(1)

What Is Design?

281

(1)

The Role of Design in the New Products Process

282

(5)

Contributions of Design to New Product Goals

282

(5)

Product Architecture

287

(2)

A Process for Product Architecture

287

(1)

Product Architecture and Product Platforms

288

(1)

Industrial Design and the Industrial Designer

289

(2)

Prototype Development

291

(1)

Managing the Interfaces in the Design Process

291

(3)

Improving the Interfaces in the Design Process

294

(4)

Computer-Aided Design and Design for Manufacturability

296

(2)

Continuous Improvement in Design

298

(1)

Summary

298

(1)

Applications

299

(1)

Case: The MINI

299

(2)

Case: Gillette MACH3

301

(2)

Development Team Management

303

(29)

Setting

303

(1)

What Is a Team?

303

(1)

Structuring the Team

304

(5)

Another Look at Projectization

307

(1)

Choosing an Organizational Option

307

(2)

Building a Team

309

(8)

Establishing a Culture of Collaboration

310

(1)

The Team Assignment and Ownership

310

(2)

Selecting the Leader

312

(1)

Selecting the Team Members

312

(2)

Roles and Participants

314

(2)

Network Building

316

(1)

Training the Teams

317

(1)

Managing the Team

317

(7)

Cross-Functional Interface Management

319

(2)

Overcoming Barriers to Market Orientation

321

(1)

Ongoing Management of the Team

322

(1)

Team Compensation and Motivation

322

(2)

Closing the Team Down

324

(1)

Managing Globally Dispersed Teams

324

(3)

Summary

327

(1)

Applications

327

(1)

Case: Marko Products

328

(2)

Case: Ford Mondeo

330

(2)

Product Use Testing

332

(25)

Setting

332

(1)

The Role of Marketing during Development

333

(2)

Marketing Is Involved from the Beginning of the Process

333

(1)

Marketing Ramp-Up, or the ``I Think We've Got It'' Phase

334

(1)

Why Do Product Use Testing?

335

(1)

Is Product Use Testing Really Necessary?

335

(5)

Are These Arguments Correct?

336

(4)

Knowledge Gained from Product Use Testing

340

(4)

Decisions in Product Use Testing

344

(7)

Who Should Be in the User Group?

344

(1)

How Should We Reach the User Group?

345

(1)

Should We Disclose Our Identity?

345

(1)

How Much Explanation Should We Provide?

346

(1)

How Much Control over Product Use Should There Be?

346

(1)

How Should the Test Be Conducted?

347

(1)

Over What Time Period Should the Test Be Conducted?

348

(1)

What Should Be the Source of the Product Being Tested?

348

(1)

What Should Be the Form of the Product Being Tested?

349

(1)

How Should We Record Respondents' Reactions?

349

(2)

How Should We Interpret the Figures We Get?

351

(1)

Who Should Do the Product Use Test?

351

(1)

Special Problems

351

(1)

Summary

352

(1)

Applications

352

(1)

Case: Product Use Testing for New Consumer Nondurables

353

(4)

PART FIVE LAUNCH

357

(133)

Strategic Launch Planning

360

(33)

Setting

360

(1)

The Strategic Givens

361

(1)

Revisiting the Strategic Goals

362

(1)

Strategic Platform Decisions

363

(4)

Type of Demand Sought

363

(1)

Permanence

364

(1)

Aggressiveness

364

(1)

Competitive Advantage

365

(1)

Product Line Replacement

365

(1)

Competitive Relationship

366

(1)

Scope of Market Entry

367

(1)

Image

367

(1)

The Target Market Decision

367

(6)

Alternative Ways to Segment a Market

367

(1)

Micromarketing and Mass Customization

368

(3)

Targeting May Also Use Diffusion of Innovation

371

(2)

Product Positioning

373

(3)

Creating Unique Value for the Chosen Target

376

(1)

Branding and Brand Management

377

(9)

Trademarks and Registration

377

(2)

What Is a Good Brand Name?

379

(2)

Managing Brand Equity

381

(2)

Brand Name Dilution

383

(1)

Brand Profitability

384

(1)

Global Brand Leadership

385

(1)

Packaging

386

(1)

The Role of Packaging

386

(1)

The Packaging Decision

387

(1)

Summary

387

(1)

Applications

388

(1)

Case: Iridium

389

(1)

Case: The 7-Eleven Frito Pie

390

(2)

Case: Dell Computers (C)

392

(1)

Implementation of the Strategic Plan

393

(21)

Setting

393

(1)

The Launch Cycle

393

(4)

Prelaunch and Preannouncement

393

(3)

Announcement, Beachhead, and Early Growth

396

(1)

Launch Tactics

397

(4)

The Communications Plan

398

(1)

The Copy Strategy Statement

399

(1)

Personal Selling

400

(1)

Alliances

401

(1)

A-T-A-R Requirements

401

(7)

Awareness

401

(1)

Stocking and Availability

402

(2)

Trial

404

(4)

Repeat Purchase

408

(1)

Summary

408

(1)

Applications

408

(1)

Case: Spiralloy Inc.

409

(2)

Case: The Advanced Photo System (APS)

411

(3)

Market Testing

414

(29)

Setting

414

(1)

The Market Testing Decision

414

(5)

When Is the Decision Made?

415

(1)

Is This an Easy Decision to Make?

415

(1)

The Factors for Deciding Whether to Market Test

416

(3)

Methods of Market Testing

419

(1)

Pseudo Sale

419

(1)

Controlled Sale

419

(1)

Full Sale

420

(1)

Pseudo Sale Methods

420

(5)

Speculative Sale

421

(1)

Simulated Test Market

422

(3)

Controlled Sale Methods

425

(5)

Informal Selling

425

(1)

Direct Marketing

426

(1)

Minimarkets

426

(2)

Scanner Market Testing

428

(2)

Full Sale Methods

430

(7)

Test Marketing

430

(3)

The Rollout

433

(4)

Wrap-up on Market Testing Methodologies

437

(1)

Summary

438

(1)

Applications

438

(1)

Case: PepsiCo---Pepsi-Kona and Pepsi One

439

(2)

Case: Square D Remote Lamp Dimmer

441

(2)

Launch Management

443

(22)

Setting

443

(1)

What We Mean by Launch Management

443

(12)

The Launch Management System

444

(1)

Step One: Spot Potential Problems

445

(4)

Step Two: Select the Control Events

449

(1)

Step Three: Develop Contingency Plans

450

(1)

Step Four: Design the Tracking System

451

(4)

A Sample Launch Management Plan

455

(1)

Objections to Launch Management

455

(2)

No Launch Management on Temporary Products

457

(1)

Product Failure

457

(3)

Summary

460

(1)

Applications

460

(1)

Case: Levitra

461

(2)

Case: Interfoods Inc.: Valley Butter

463

(2)

Public Policy Issues

465

(25)

Setting

465

(1)

Bigger Picture: A Cycle of Concerns

465

(2)

Phase I: Stirring

465

(1)

Phase II: Trial Support

465

(2)

Phase III: The Political Arena

467

(1)

Phase IV: Regulatory Adjustment

467

(1)

Business Attitudes toward Product Issues

467

(1)

Current Problem Areas

468

(1)

Product Liability

469

(6)

Typology of Injury Sources

470

(1)

The Four Legal Bases for Product Liability

471

(2)

Other Legislation

473

(1)

Planning for the Product Recall

474

(1)

Attempts at Standardization and Clarification

475

(1)

Environmental Needs

475

(2)

The Managerial Dilemma

475

(2)

Product Piracy

477

(2)

Worthy Products

479

(1)

Morality

479

(1)

Monopoly

480

(1)

Personal Ethics

480

(2)

The Underlying Residual Issues

482

(1)

What Are New Products Managers Doing about All This?

483

(1)

Strategy and Policy

483

(1)

Control Systems

483

(1)

Product Testing

483

(1)

Marketing and Market Testing

483

(1)

Customer Education and External Affairs

484

(1)

Summary

484

(1)

Applications

484

(1)

Case: Hybrid Vehicles at General Motors

485

(2)

Case: Napster, The iPod, and Music Downloading

487

(3)

Bibliography

490

(5)

Appendix A Sources of Ideas Already Generated

495

(6)

Appendix B Other Techniques of Concept Generation

501

(10)

Appendix C Small's Ideation Stimulator Checklist

511

(6)

Appendix D The Marketing Plan

517

(6)

Appendix E Guidelines for Evaluating a New Products Program

523

(4)

Index

527

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New Products Management

Summary

Table of Contents

Supplemental Materials