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Marketing/R&D Interaction in New Product Development: Implications for New Product Success Rates

A growing body of literature has evolved which deals with the interaction between marketing and R&D in new product development. Much of this research, unfortunately, fails to associate various variables with new product success levels. Thus, it cannot suggest consensus guidelines for marketing's involvement to increase the performance levels of new products in the market place. Richard Hise, Larry O'Neal, A. Parasuraman and James McNeal report results of their analysis of the new product development procedures of 252 large manufacturing companies. The authors conclude that collaborative efforts between marketing and R&D during the actual designing of new products appear to be a key factor in explaining the success levels of new products, that management effort should focus on the design stage of the new product development process rather than on the earlier and later stages and that R&D's contributions cannot be ignored while decisions are made about marketing's role in developing new consumer and industrial products.     

The Role of Market Information in New Product Success/Failure

Although no single variable holds the key to new product performance, many of the widely recognized success factors share a common thread: the processing of market information. Understanding customer wants and needs ultimately comes down to a company's capabilities for gathering and using market information. And another well-acknowledged success factor the integration of marketing, R&D, and manufacturing focuses on the sharing of information. In other words, a firm's effectiveness in market information processing—the gathering, sharing, and use of market information—plays a pivotal role in determining the success or failure of its new products. Brian D. Ottum and William L. Moore describe the results of a study that examines the relationship between market information processing and new product success. They also explore the organizational factors that facilitate successful processing of market information, and thus offer ideas for better managing the development of new products. The respondents—marketing, R&D, and manufacturing managers from Utah-based computer and medical device manufacturers—provided information about 58 new products, including equal numbers of successes and failures. The survey responses reveal strong relationships between product success and market information processing, with success most closely linked to information use. In other words, the gathering and sharing of information are important, but only if the information is used effectively. In 80 percent of the product successes studied, the respondents ultimately possessed and used a greater than average amount of market information. And in 75 percent of the failures, the respondents knew less than average about the market at project inception, and gathered or used less than the average amount of market information during the project. For the projects in this study, the integration of marketing, R&D, and manufacturing contributed not only to the sharing and use of information, but also to overall project success. However, the results of the study suggest that the way in which a project is organized plays only an indirect role in determining new product success—most likely by improving the processing of market information. From a managerial perspective, the most important variables identified in the study are market information shared, market information used, and financial success.     

ISO/API石油管材标准项目的最新进展

在API 2011年冬季标准会议上,对ISO/API石油管材标准的工作项目和热点问题进行了研讨和决议,对相关项目的进展情况进行了跟踪研究,为我国从事石油管材科研、制造、使用和标准化工作的人员提供最新参考。     

Critical Signals for Making Go/NoGo Decisions in New Product Development

One of the hardest steps for a manager to take is to terminate work on a new product project. Apart from the morale and motivation problems that get tied up in such decisions, the real uncertainty surrounding an unfinished project usually makes the decision extremely difficult. One alternative is to keep the project going until the prospects are more certain, for better or for worse. R. Balachandra proposes a better alternative: to watch for those critical signals that warn of danger ahead. The research he reports in this article identifies a set of these signals to help managers make the tough decisions about project continuation.     

Research-Based Pedagogy For New Product Development: MBA's Versus Engineers In Different Countries1

An experiential exercise based on the meta‐analysis results reported by Montoya‐Weiss and Calantone [22] was used in eleven graduate classes, all electives in technology management, at five different institutions in the U.S., Germany, Hungary, and the Czech Republic, during the period 1999–2001. The purpose of this article is to describe the details of this exercise used to promote awareness of the process leading to relative success of new product commercialization and the results of testing hypotheses on the differences between classes from different countries (i.e., in Europe and the U.S), and professional disciplines. During the sixth meeting of the course, new product development is introduced to the class using a discussion of the value of academic research in this field. First, the results of the meta‐analysis are reviewed and then converted to a method that can be used to screen new product introduction cases for potential success. The entire exercise is devoted to the prime factors that drive commercial success of new products. This is done as part of a larger unit on new product development in the context of technological innovation. Second, students are collectively asked to evaluate the potential of the introduction of a new ultrasound product described in a business publication article, which serves as the teaching case in this instance. The exercise culminates with the class “voting” on the probability of success of this new ultrasound product introduced in the short case. Predicted differences in the form of more optimistic probability estimates turned out to be supported for class composition (e.g., discipline) but not for country (U.S. vs. rest‐of‐world). Although all classes correctly predicted the eventual success of this new product (>60% success rate), graduate engineers were significantly more pessimistic than heterogeneous groups of MBA students in their average probability estimates for new product success (grand mean of 62% vs. 75% respectively). Implications of these results are discussed. Future research might investigate the sources of these differences and the subtle differences within, as well as between, these groups. For example, in MBA classes, the differences between marketing and operations majors might be important and for technical professionals, the differences between electrical engineers and mechanical engineers would make a good comparison. Further, a broader range of geographic regions could be evaluated such as Asia and South America. The results of interventions to promote optimal diversity in new product and venture teams might also be a valuable research stream. © 2002 Elsevier Science Inc. All rights reserved.     

新环境 新机遇 新发展

壬辰传捷龙辞旧,癸巳报春蛇迎新。伴随着阵阵爆竹声,新的一年迈着铿锵有力的步伐向我们走来。回首2012,我们几多收获、几多欣慰,感恩满怀;展望未来,我们坚定信念。坚韧不拔,勇往直前。     

锂离子电池正极材料LiFePO4的研究新进展

磷酸铁锂(LiFePO4)具有价格低廉、对环境友好、热稳定性高、比容量大等优点,成为目前锂离子电池正极材料的研究热点.对LiFePO4的制备方法和改性研究进行了综述,介绍了一些常用的表征方法.