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New products management 12th ed
New products have always been of interest to both academics and practitioners, and organized, college-level instruction on the subject of new products management traces to the 1950s. By the 1990s, a new products management discipline had evolved. The Product Development & Management Association (PDMA) has flowered to close to 3,000 members in some 50 countries around the world, and there are over 20 local chapters in the United States alone, plus international affiliates in a dozen countries. Over 300 colleges have courses on the subject of new products, and the field’s journal, the Journal of Product Innovation Management, has a track record of publication of over three decades. The job title of new products manager or director is becoming much more common and is offering much earlier entry than 20 or 25 years ago; we also see the emergence of higher level positions for careers to build to. The PDMA now offers a practitioner certification (New Product Development Professional, or NPDP), recognizes the best product developing firms (with its Outstanding Corporate Innovator award), and has been able to do what those in many fields have not, that is, merge the thinking and activity of professors and practitioners. Information on the PDMA can be found at www.pdma.org.
Such exploding growth means that we still take a variety of approaches to the teaching of the new products subject—marketing, technical, creative, design, and so on. This book provides the management approach with the perspective of marketing. In every organization (industry, retailing, government, non-profits, and any other kind of institution) there is a person or group of persons who, knowingly or unknowingly, are charged with getting new goods and services onto the market. More and more today, those people are new products managers, or project managers, or team leaders. They lead a multifunctional group of people, with the perspective of a general manager, operating as a company within a company. They must deal with the total task—strategy, organization, concept generation, evaluation, technical development, marketing, and so on. They are not finished with their work until the new product has achieved the goals assigned to the team—this usually means some form of sales or profit, and certainly means the task is not finished when the new product is put onto the shipping dock.
We try to avoid a functional myopia, and it is rare today to hear that “Marketing tells everyone what to do” or “R&D runs our new products activity.” When a functional specialist is assigned leadership of a new products team, that person must learn the general manager viewpoint, but one usually has to succeed as a functional member of new products teams before getting a shot at being a team leader. Marketing people, working as team members or as team leaders, need the types of information in this book.
People who have used the first 11 editions of this book know its unique viewpoints on the subject. But for newcomers, and of course all students are newcomers, here are some of them.
Product innovation is one single operation in an organization. It has parts (strategy, teams, plans, etc.), but they are all just parts. Any operation that runs as separate pieces misses the strength of the whole.
The field is still new enough that it lacks a systematic language. This makes it very difficult for students, who are accustomed to studying subjects where a term means one thing, and only that one thing. We use all product terms consistently throughout the book, and we urge students to use them. Naturally, new terms come and go; some survive and some don’t.
Because of the terminology problem in a rapidly growing field, every term that might require definition has been made bold the first time it is used, and the index directs the reader to that section. We don’t include a glossary, but a useful one is available at the Product Development & Management Association Web site.
Ideas learned without application are only temporary residents in your mind. To become yours, a concept must be applied, in little ways or in big ones. Thus, we provide numerous short illustrative cases, which are opportunities for using the concepts studied. There are many examples from the business world, and up-to-date references on all important topics.
As much as we would like them and have diligently tried to find them, we believe there is no standard set of procedures for product innovators, nor particular sets for makers of consumer packaged goods, or of consumer durables, industrial goods, services, and so on. Like a marketing plan, there is a best plan for any particular situation. A manager must look at a situation and then compile a set of tools and other operations appropriate to that situation. All large firms use scores of different approaches, not one.
Next, there is the halo effect, which is a problem in the field of new products. The halo effect shows in the statement, “It must be a good thing for us to do—Apple does it, or Google does it, or Honda does it.” Those are excellent companies, but one reason they’re good is they spend lots of time and money studying, learning from others. They have huge training programs in product innovation and bring in every expert who appears on the scene with what looks like a good new products management idea. They assume everything they do is wrong and can be improved. You should too. This book does. Citations of their actions are given as examples, not recommendations. These well-known firms have many divisions and hundreds of new products under development at any one time. Managers there can’t know what other managers are doing, nor do they care, in the prescriptive sense. Each group aims to optimize its situation, so they look around, see what others in comparable situations are doing (inside and outside their firm), and pick and choose to fit the situation. To the extent there are generalizations (e.g., there should be some form of strategy), these will stand out as you work your way through the course. But what strategy, and exactly how should one determine it—that is situational.Page viii
An example of this lies in rejection of the belief that new products strategy should rest on the base of either technology or market. This choice has been argued for many years. But most firms seek to optimize on both, a dual-drive strategy. Of course, true to the previous point, firms will build on one or the other if the situation seems to fit.
We believe that students should be challenged to think about concepts they have been introduced to. This book contains lists of things from time to time, but such lists are just a resource for thinking. The above belief about the best approach being situational is based on the need to analyze, consider, discuss, apply. The great variety in approaches used by businesspeople is not a testimony to ignorance, but to thinking. On a majority of the issues facing us today, intelligent people can come down with different views. Decisions are the same—they are not necessarily right or wrong at the time they are made. Instead, the manager who makes a decision then has to work hard to make that decision turn out right. The quality of the work is more important than the quality of the decision.
Last, we have tried to implement more clearly the view that two things are being developed—the product and the marketing plan. There are two development processes going on in tandem. Marketing strategy begins at the very start and runs alongside the technical work and beyond it.
Past adopters of New Products Management will notice major changes in this edition. While there are some changes in virtually every chapter, some of the most substantial changes are as follows:
We have made major additions and updates to the cases to provide more plentiful and more current examples. We retired several cases from the previous edition, wrote many new cases, and thoroughly updated many others. New cases for this edition include: Oculus Rift, Adidas Parley sustainable running shoes, Google Glass, Indiegogo, Tesla, Chipotle, Chick-fil-A, Corporate Social Responsibility at Starbucks, and many others. As always, we aim to offer a mix of high-tech products and consumer products and services in the set of cases.
In addition, we have substantially updated examples throughout the text wherever possible. We try to make use of illustrative examples that will resonate with today’s students wherever possible. Of course, we welcome the reader’s comments and suggestions for improvement.
There continues to be much new research in new products, and we have tried to stay current on all of these topics. Readers will notice new or expanded coverage of portfolio management, value curve creation, the TRIZ method, crowdsourcing, crowdfunding, observational research, open innovation, organizational structure, 3D modeling, beta testing, sustainable product development, and frugal innovation, among other topics.Page ix
We continue the practice of referencing Web sites of interest throughout the text, and we have added the web addresses for several useful Youtube videos and other resources.
Adopters of previous editions will notice that the format is slimmed down to 18 chapters. We have tried to streamline presentation and focus on the topics that will be of most importance and interest to new product managers. We still use analytical models to integrate the stages of the new products process. As in previous editions, perceptual mapping is introduced early in the new products process, during concept generation, but its output may guide selection of attributes in a conjoint analysis task, and may later be used in benefit segmentation and product positioning. Conjoint analysis results may be used in concept generation or evaluation and may provide a set of desired customer attributes for house-of-quality development. The sequence of three smartphone end-of-chapter cases illustrates how the analytical models bind the new products process together. As in previous editions, many other concepts—Product Innovation Charter, A-T-A-R models, evaluation techniques, the multifunctional nature of new products management—are also used to integrate topics horizontally throughout the text.
Because this book takes a managerial focus and is updated extensively, it is useful to the practicing new products manager. It has been used in many executive education programs. Great pains have been taken to present the “best practices” of industry and offer footnote references to business literature.
As always, effort has been aimed at making the book increasingly relevant to its users. We consider a text revision to be a “new product,” and thus an opportunity for us to become even more customer-oriented. Academic colleagues have made many thoughtful suggestions based on their experiences with previous editions and have provided much of the driving force behind the changes you see in this edition. We gratefully acknowledge all the reviewers who provided extensive comments and suggestions that were extremely helpful in this revision, as well as all the instructors and students who contacted us to make suggestions and correct errors. In particular, Matt Bokovitz and Jacob Cheesebrough, both Temple University students, did a phenomenal job providing research support and case studies that allowed us to make the substantial improvements and updates you will see in this book. Sincere thanks to both of you!
We are thrilled about this new edition. It has been greatly updated and streamlined, and over half the cases are brand-new. We are really proud of all the changes in this edition, and sincerely hope this new version meets your instructional needs!
https://bookshelf.vitalsource.com/reader/books/9781260590548
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| 658 5 CRA n | PSB lt.1 - B. Wajib | 1 |
| Penerbit | New York Mc Graw Hill., 2021 |
|---|---|
| Edisi | 12 |
| Subjek | Management - new products |
| ISBN/ISSN | 9781260575088 |
| Klasifikasi | 658 5 |
| Deskripsi Fisik | xii, 476 p. : ill. ; 28 cm |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas |
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