Strategic Partnerships in New Product Development: an Italian Case Study |
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| Authors: | Andrea Bonaccorsi Andrea Lipparini |
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| Institution: | 1. Montpellier Business School, 2300, avenue des Moulins, Languedoc-Roussillon, 34185 Montpellier cedex 4, France;2. University Twente, BMS/NIKOS/ESIM, Postbus 217, 7500 AE Enschede, The Netherlands;1. Leeds University Business School, University of Leeds, Leeds LS2 7JT, UK;2. School of Business & Economics, Loughborough University, Ashby Road, Loughborough, Leicestershire LE14 3PE, UK;3. Durham University Business School, Durham University, Mill Hill Lane, Durham DH1 3LB, UK;4. Nottingham University Business School, University of Nottingham, Wollaton Road, Nottingham NG8 1BB, UK;1. Australian Research Council Training Centre in Lightweight Automotive Structures, The Australian National University, Canberra ACT 2601, Australia;2. Research and Innovation Center, Ford Motor Company, Dearborn, Michigan 48121-2053, USA;3. MIT Sloan School of Management, Massachusetts Institute of Technology, 100 Main St, Cambridge, MA 02142, USA |
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| Abstract: | This article provides some revealing insights into what a leading Italian firm operating in markets where innovation is a focal point of competition has learned about partnering with suppliers in the new products development process. To succeed in a rapidly changing environment, the firm promoted and sustained tightly linked, integrated supplier relationships. This provided one key element of a shorter product cycle, led to better products, and increased the firm's ability to compete. Andrea Bonaccorsi and Andrea Lipparini explore why partnering is critical for new product success. Finally, they highlight the steps that should be taken to make this relationship a productive one. |
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