An Examination of New Product Development Best Practice

Efforts continue to identify new product development (NPD) best practices. Examples of recognized studies include those by the Product Development and Management Association's Comparative Performance Assessment Study and the American Productivity Quality Center NPD best practices study. While these studies designate practices that distinguish top‐performing companies, it is unclear whether NPD practitioners as a group (not just researchers) are knowledgeable about what represents a NPD best practice. The importance of this is that it offers insight into how NPD practitioners are translating potential NPD knowledge into actual NPD practice. In other words, are practitioners aware of and able to implement NPD best practices designated by noteworthy studies? The answer to this question ascertains a current state of the field toward understanding NPD best practice and the maturity level of various practices. Answering this question further contributes to our understanding of the diffusion of NPD best practices knowledge by NPD professionals, possibly identifying gaps between prescribed and actual practice. Beginning the empirical examination by conducting a Delphi methodology with 20 leading innovation researchers, the study examined the likely dimensions of NPD and corresponding definitions to validate the NPD practices framework originally proposed by Kahn, Barczak, and Moss. A survey was then conducted with practitioners from the United States, United Kingdom, and Ireland to gauge opinions about perceptions of the importance of different NPD dimensions, specific characteristics reflected by each of these dimensions, and the level of NPD practice maturity that these characteristics would represent. The study is therefore unique in that it relies on the opinions of NPD practitioners to see what they perceive as best practice versus prior studies where the researcher has identified and prescribed best practices. Results of the present study find that seven NPD dimensions are recommended, whereas the 2006 Kahn, Barczak, and Moss framework had suggested six dimensions. Among practitioners across the three country contexts, there is consensus on which dimensions are more important, providing evidence that NPD dimensions may be generalizable across Western contexts. Strategy was rated higher than any of the other dimensions followed by research, commercialization, and process. Project climate and metrics were perceived as the lowest in importance. The high weighting on strategy and low weighting on metrics and project climate reinforce previous best practice findings. Regarding the characteristics of each best practice dimension, practitioners appear able to distinguish what constitutes poor versus best practice, but consensus on distinguishing middle range practices are not as clear. The suggested implications of these findings are that managers should emphasize strategy when undertaking NPD efforts and consider the fit of their projects with this strategy. The results further imply that there are clearly some poor practices that managers should avoid and best practices to which managers should ascribe. For academics, the results strongly suggest a need to do a better job of diffusing NPD knowledge and research on best practices. Particular attention by academics to the issues of metrics, project climate, and company culture appears warranted.     

Team member experiences in new product development: views from the trenches

Although cross-functional teams are often used for new product development (NPD), many companies struggle to implement them successfully. Through in-depth interviews with 71 team members from 18 companies in a variety of technology-based industries, this study focuses on the experiences of the people who actually do much of the work of NPD (team members) and explores their perceptions and attitudes about cross-functional team assignments. The purpose of our study is to identify the factors that influence and shape NPD team member experiences. Our results suggest that although NPD work can be rewarding and productive, NPD team members are often neglected by other team members, project leaders, and senior management. This sense of neglect has important implications for all of these constituencies, but particularly for senior management.     

Do upscale restaurant owners use wine lists as a differentiation strategy?

The present paper studies various criteria used by upscale restaurant owners to differentiate their restaurants and to define their positioning. In particular, we studied several wine list attributes. Through a cluster analysis and a correspondence factor analysis based on different objective wine list characteristics, we obtain two main differentiated profiles of restaurants according to the relative importance of their wine list in comparison with food menu: wine selection and complementarity. Upscale restaurants need to define their positioning strategy and elaborate their wine lists according to their strategy.     

Determinants of IT Usage and New Product Performance*

Explosive growth of information technologies (IT) has prompted interest in examining the role of IT in new product development (NPD). Through desktop software and Web‐based tools, IT has been used to aid idea generation and product testing as well as for NPD activities such as process and portfolio management. Recent research suggests, however, that a gap exists between IT availability and usage. Given the importance of IT in creating business value through the development of new products and services, the present study seeks to identify factors that affect IT usage. Further, anecdotal evidence and conceptual studies intimate that the usage of IT tools for NPD can shorten time to market, can improve product quality, and can increase productivity. However, empirical substantiation of this impact is mostly nonexistent. The current study investigates the relationship between IT usage and two measures of new product performance: speed to market and market performance. Employing a mail‐survey methodology, the study uses data from a sample of practitioner members from the Product Development & Management Association to examine the effect of project risk, existence of a champion, autonomy, innovative climate, IT infrastructure, and IT embeddedness on the extent of IT usage. These data are also used to explore the impact of IT usage on speed to market and market performance. The results indicate that project risk, existence of a champion, and IT embeddedness positively affect the extent of IT usage for NPD. Additionally, IT usage positively and significantly influences the performance of the new product in the marketplace. Surprisingly, and contrary to popular belief, IT usage does not have any impact on speed to market. An important implication of this study is that IT usage influences performance but not in the way managers expect. Specifically, IT usage does not seem to affect speed to market but rather positively impacts the performance of the new product in the marketplace. This result suggests that IT usage in NPD provides far more value to firms than previously thought and provides evidence to support greater investments in IT for product development efforts. Other implications of the study are that unless IT is embedded into the NPD process and champions for IT tools exist, chances are that IT will not be used and its benefits will not be realized.     

Modeling weekly Canary tomato exports

The European tomato market is characterized by a constant process of dynamic adjustment towards equilibrium. Furthermore, Canary Island tomato exports cause a high seasonal impact on market prices in the winter period. In these circumstances, an adequate distribution of weekly shipments throughout the year could contribute to maximize producers' profits. Moreover, Canary export levels show some degree of instability, clearly related to the changes in the EU trade rules and there is a long period, in the summer, without exports. The aim of this article is to analyze the long‐term movements and, particularly, the seasonal pattern of Canary Island tomato exports throughout the last two decades. To observe more clearly the exporter's decisions, weekly data have been used. The instabilities in the long‐term behavior of the series and the specific nature of the seasonal pattern should be taken into account, to capture the performance of exports accurately. Thus, this analysis is carried out using the structural approach to time series analysis, and the usefulness of spline functions as a tool capable of modeling seasonal variations for which the period does not remain the same over time is shown.     

Speeding Up New Product Development: The Effects of Leadership Style and Source of Technology

This article reports the results of a study whose purpose was to investigate factors that contribute to the faster development of new products. Edward McDonough and Gloria Barczak collected data from 30 new product development projects in 12 British companies. They investigated the impact of leadership style and the source of the technologies employed in the project (i.e., internally developed or externally acquired) on speed of development. Their results suggest that leadership style influences speed of development. Moreover, the source of the technologies used in the project moderates the relationship between leadership style and speed of development.     

The Role of Retail Equity,Value and Relational Benefits in Building B2B Relationships in Retailing

Abstract

The present paper aims to examine if variables widely studied in B2C contribute to building strong relationships in B2B markets. Moreover, it analyzes the existence of differences across retailers related to percentage of purchases from the main supplier. Through a personal survey to retail store managers regarding their relationships with their main suppliers, a structural equation model is estimated through PLS to test the hypothesized relations between retail equity, value, relational benefits, trust, and commitment. A multi-group analysis is performed to test the moderating role of the percentage of purchases from the main supplier. Three types of relational benefits identified have unequal influence on relationship value. In particular, special treatment benefits and social benefits, together with retail equity, emerge as the main drivers of value in the relationship between retailers and their main suppliers. The percentage of purchases from the main supplier plays a moderating role in some of these relations. This research provides evidence in the sense that, in the relations held by retailers with their main suppliers, retail equity contributes to relationship value creation. Relational benefits are relevant in building B2B relations since special treatment and social benefits have a positive influence on value that is positively related to trust and commitment. To build strong relations with their customers, suppliers of retailers should mainly concentrate their efforts on building brand equity and providing evidence of the existence of special treatment benefits beyond the service delivered, in view of its ultimate influence on customer trust and commitment.     

A two-step approach to account for unobserved spatial heterogeneity

A two-step approach to account for unobserved spatial heterogeneity. Spatial Economic Analysis. Empirical analysis in economics often faces the difficulty that the data are correlated and heterogeneous in some unknown form. Spatial econometric models have been widely used to account for dependence structures, but the problem of directly dealing with unobserved spatial heterogeneity has been largely unexplored. The problem can be serious particularly if we have no prior information justified by economic theory. In this paper we propose a two-step procedure to identify endogenously spatial regimes in the first step and to account for spatial dependence in the second step. This procedure is applied to hedonic house price analysis.     

Measuring service quality in Ghana: a crossvergence cultural perspective

This paper develops an instrument for measuring service quality in Ghana aimed at capturing a crossvergence perspective and to compare the efficacy of the new instrument (GhanQual) with SERVPERF and PAKSERV within the Ghanaian cultural context. Data were collected using SERVPERF and PAKSERV scale items. Using a structured questionnaire, data were collected from a sample of banking and hospital customers in Ghana and analysed using exploratory factor analysis, confirmatory factor analysis and regression analysis. The new instrument demonstrated superiority over SERVPERF and PAKSERV and is recommended as the most appropriate instrument for measuring service quality within the Ghanaian cultural context. The study identified the important factors service managers in Ghana can utilise in measuring and managing service quality and is believed to be the first of its kind to propose and develop a crossvergence perspective service quality instrument as well as to compare the efficacy of SERVPERF and PAKSERV in a single study. Extension of this study in other countries is recommended as this study was contextualised within the Ghanaian cultural context. Nevertheless, this study provides a starting point for developing cultural-specific and crossvergence perspective instruments for measuring service quality.