Innovation management and new product development:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow [u.a.]
Financial Times Prentice Hall
2008
|
| Ausgabe: | 4. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVII, 581 S. Ill., graph. Darst., Kt. |
| ISBN: | 0273713159 9780273713159 |
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| adam_text | Contents
Preface xvii
Foreword by Professor Guus Berkhout xxi
Acknowledgements xxiii
Plan of the book xxvii
Part One Innovation management 1
Innovation management: an introduction 2
The importance of innovation 4
The study of innovation 6
Recent and contemporary studies 9
The need to view innovation in an organisational context 10
Individuals in the innovation process 11
Problems of definition and vocabulary 11
Entrepreneurship 12
Design 12
Innovation and invention 14
Successful and unsuccessful innovations 15
Different types of innovation 16
Technology and science 17
Popular views of innovation 19
Models of innovation 20
Serendipity 21
Linear models 21
Simultaneous coupling model 23
Interactive model 23
Innovation as a management process 24
A framework for the management of innovation 25
Open innovation and the need to share and exchange knowledge
(network models) 27
Innovation and new product development 29
Case study: The success of the iPod raises the licensing question for
Apple ... again 29
Chapter summary 36
Discussion questions 37
Key words and phrases 37
Websites worth visiting 37
References 38
Further reading 41
Economics and market adoption «
Co-written with Ufuk M. Cakmakc, Department of Business, Istanbul Bilgi University, Turkey
Innovation in its wider context 44
The role of the state and national systems of innovation 46
How national states can facilitate innovation 47
Fostering innovation in the United States and Japan 48
The right business environment is key to innovation 5u
Waves of innovation and growth in capitalism: historical overview 50
Fostering innovation in late-industrialising countries 52
Innovation and the market 54
Innovation and market vision ^5
Innovative new products and consumption patterns 55
Marketing insights to facilitate innovation 57
Lead users 59
Innovation diffusion theories 5^
Adopting new products and embracing change 62
Market adoption theories 63
Case study: The European Innovation Scoreboard 64
Chapter summary 68
Discussion questions 68
Key words and phrases 69
Websites worth visiting 69
References 69
Further reading 71
Managing innovation within firms 74
Organisations and innovation 76
The dilemma of innovation management 76
Managing uncertainty 77
Pearson s uncertainty map 77
Applying the uncertainty map to avoid promising success and
delivering failure 8u
Organisational characteristics that facilitate the innovation process 81
Growth orientation 84
Organisational heritage and innovation experience 84
Vigilance and external links 85
Commitment to technology and R D intensity 85
Acceptance of risks 86
Cross-functional cooperation and coordination within organisational structure 86
Receptivity 86
Space for creativity 86
Strategy towards innovation 87
Diverse range of skills 87
Industrial firms are different: a classification ^
Organisational structures and innovation 91
Formalisation 91
Complexity 91
moments
Centralisation 92
Organisational size 92
The role of the individual in the innovation process 93
IT systems and their impact on innovation 94
Establishing an innovative environment and propagating this virtuous circle 96
Reputation of the organisation 97
Case study: Gore-Tex® and W.L. Gore Associates: An innovative company and
a contemporary culture 99
Chapter summary 103
Discussion questions 103
Key words and phrases 103
Websites worth visiting 103
References 104
Further reading 106
Innovation and operations management 108
Richard Noble, University of Portsmouth
Operations management 110
The nature of design and innovation in the context of operations 111
Design requirements 112
Design and volumes 114
Craft-based products 117
Design simplification 117
Process design and innovation 118
Innovation in the management of the operations process 119
Triggers for innovation 119
Gap analysis 119
Quality circles and process improvement teams 120
Total quality management (TQM) 121
Quality function deployment (QFD) 123
The ISO 9000 approach 123
The EFQM excellence model 123
Design of the organisation and its suppliers - supply chain management 124
Business process re-engineering (BPR) 128
Operations and technology 129
Innovation as an operations process itself 134
Case study: Novels, new products and Harry Potter 135
Chapter summary 141
Discussion questions 141
Key words and phrases 141
Websites worth visiting 142
References 142
Further reading 143
Managing intellectual property 144
Intellectual property 146
Trade secrets 148
An introduction to patents 148
Novelty 150
Inventive step 150
Industrial applications 150
Exclusions from patents 150
The patenting of life 151
Human genetic patenting 151
The configuration of a patent 152
Patent harmonisation: first to file and first to invent 153
Some famous patent cases 153
Patents in practice 154
Expiry of a patent and patent extensions 155
Patent extensions 157
The use of patents in innovation management 158
Do patents hinder or encourage innovation? 158
Trademarks 160
Should satisfy the requirements of section 1 (1) 160
Distinctive 161
Non-deceptive 161
Not confusing 161
Brand names 163
Using brands to protect intellectual property 163
Exploiting new opportunities 164
Brands, trademarks and the Internet 165
Duration of registration, infringement and passing off 165
Registered designs 167
Copyright 167
Remedy against infringement 170
Damages 171
Injunction 171
Accounts 171
Counterfeit goods and IP 171
Case study: Pricing, patents and profits in the pharmaceutical industry 172
Chapter summary 176
Discussion questions 176
Key words and phrases 176
Websites worth visiting 176
References 177
Further reading 178
Part Two Managing technology and knowledge 179
Managing organisational knowledge 180
The battle of Trafalgar 182
Technology trajectories 182
The acquisition of firm-specific knowledge 183
The resource-based perspective 183
Dynamic competence-based theory of the firm 185
Developing firm-specific competencies 186
Competencies and profits 187
Technology development and effort required 188
The knowledge base of an organisation 189
The whole can be more than the sum of the parts 190
Organisational heritage 191
When the performance of the organisation is greater than the abilities
of individuals 191
Japanese organisations and the role of organisational knowledge 192
Characterising the knowledge base of the organisation 193
The learning organisation 194
A process of knowledge accumulation and application in innovative firms 195
Combining commercial and technological strengths: a conceptual approach
to the generation of new business opportunities 198
The degree of innovativeness 200
Leader/offensive 201
Fast follower/defensive 201
Cost minimisation/imitative 202
Market segmentation specialist/traditional 202
A technology strategy provides a link between innovation strategy and
business strategy 202
Case study: The cork industry, the wine industry and the need for closure 203
Chapter summary 212
Discussion questions 212
Key words and phrases 212
Websites worth visiting 212
References 213
Further reading 215
Strategic alliances and networks 216
Defining strategic alliances 218
The fall of the go-it-alone strategy and the rise of the octopus strategy 219
Complementary capabilities and embedded technologies 220
Interfirm knowledge-sharing routines 221
Forms of strategic alliance 221
Licensing 222
Supplier relations 222
Outsourcing 223
Joint venture 223
Collaboration (non-joint ventures) 223
R D consortia 225
Industry clusters 225
Innovation networks 225
The virtual company 228
Motives for establishing an alliance 229
The process of forming a successful strategic alliance 229
Risks and limitations with strategic alliances 231
The role of trust in strategic alliances 232
249
250
The concept of trust 233
Innovation risks in strategic outsourcing 234
The use of game theory to analyse strategic alliances 237
Game theory and the prisoner s dilemma 238
Use of alliances in implementing technology strategy 239
Case study: The Hollywood film industry and the role of knowledge network
organisations 240
Chapter summary 244
Discussion questions 245
Key words and phrases 245
Websites worth visiting 245
References 245
Further reading
Management of research and development
What is research and development? 252
The traditional view of R D 253
R D management and the industrial context 253
R D investment and company success 257
Classifying R D 259
The operations that make up R D 261
R D management and its link with business strategy 263
Integration of R D 264
Strategic pressures on R D 265
The technology portfolio 266
The difficulty of managing capital-intensive production plants in a dynamic
environment 267
Which business to support and how? 268
Technology leverage and R D strategies 269
Strengths and limitations of this approach 271
Allocation of funds to R D 271
Setting the R D budget 272
Level of R D expenditure 274
Case study: The long and difficult 13-year journey to the marketplace for
Pfizer s Viagra 275
Chapter summary 282
Discussion questions 282
Key words and phrases 283
Websites worth visiting 283
References 283
Further reading 284
0 Managing R D projects 286
Jjf^^ technology management 288 j
mature of r d management 289 I
IR D ;.. .. . ... ..¦¦ , ..., ^ . ... . . ¦ ,-- 2S3t, M
The acquisition of external technology 294
Level of control of technology required 295
Forms of external R D 296
Effective R D management 299
Managing scientific freedom 299
Skunk works 302
The link with the product innovation process 302
The effect of R D investment on products 304
Evaluating R D projects 305
Evaluation criteria 306
Case study: The role of clinical research in the pharmaceutical industry 309
Chapter summary 313
Discussion questions 314
Key words and phrases 314
Websites worth visiting 314
References 314
Further reading 316
Open innovation and technology transfer 318
Background 320
The dominant economic perspective 320
Open innovation 322
Introduction to technology transfer 323
Information transfer and knowledge transfer 324
Models of technology transfer 324
Licensing 324
Science park model 326
Intermediary agency model 326
Directory model 326
Knowledge Transfer Partnership model 327
Ferret model 327
Hiring skilled employees 327
Technology transfer units 327
Research clubs 328
European Space Agency (ESA) 328
Consultancy 328
Limitations and barriers to technology transfer 330
NIH syndrome 331
Internal organisational factors and inward technology transfer 331
Developing a receptive environment for technology transfer 332
Identifying external technology: the importance of scanning and networking 334
Linking external technology to internal capabilities 336
Managing the inward transfer of technology 336
Technology transfer and organisational learning 337
Case study: Sony-Ericsson mobile phone joint venture dependent on
technology transfer 339
Chapter summary 346
Discussion questions 346
Key words and phrases 346
Websites worth visiting 347
References 347
Further reading 350
Part Three New product development 351
Product and brand strategy 352
Capabilities, networks and platforms 354
Product platforms 355
Product planning 357
Product strategy 360
Competitive strategy 360
Product portfolios 361
The competitive environment 362
Differentiation and positioning 363
Differentiation 363
Product positioning 365
Competing with other products 367
Managing brands 369
Brands and blind product tests 369
Brand strategy 371
Brand extensions 372
Market entry 375
Launch and continuing improvement 376
Withdrawing products 377
Managing mature products 379
Case study: The role of design in the development of a wheelchair for
cerebral palsy sufferers 380
Chapter summary 383
Discussion questions 383
Key words and phrases 384
Websites worth visiting 384
References 384
Further reading 385
New product development 386
Innovation management and NPD 388
New products and prosperity 389
Considerations when developing an NPD strategy 390
Ongoing corporate planning 390
Ongoing market planning 391
Ongoing technology management 391
Opportunity analysis/serendipity 391
NPD as a strategy fof growth 392
****** Penetration 392
Market development 392
Product development 393
Diversification 393
A range of product development opportunities 393
What is a new product? 396
Defining a new product 398
Classification of new products 399
Repositioning and brand extensions 401
New product development as an industry innovation cycle 403
Overview of NPD theories 403
Models of new product development 407
Departmental-stage models 407
Activity-stage models and concurrent engineering 408
Cross-functional models (teams) 410
Decision-stage models 410
Conversion-process models 410
Response models 410
Network models 411
Case study: Launching innocent into the growing fruit smoothie market 412
Chapter summary 419
Discussion questions 419
Key words and phrases 420
Websites worth visiting 420
References 420
Further reading 423
Packaging and product development 424
Wrapping and packaging products 426
The basic principles of packaging 428
Protection 429
Containment 430
Identification 431
Labelling 431
Characteristics of packaging 433
Dispensing 434
Storage 434
Stability 434
Handling 434
Opening/resealing 435
After use and secondary use 435
Disposal 435
Product rejuvenation 437
New product opportunities through packaging 438
Product and pack size variation 439
Packaging systems 441
Retailer acceptance 442
Revitalising mature packaged goods 444
Case study: Halfords Motor Oil: redesign and rebranding of an existing product 445
Chapter summary 449
Discussion questions 449
Key words and phrases 450
Websites worth visiting 450
References 450
Further reading 451
New service innovation 452
The growth in services 454
Growth in knowledge-intensive business services (KIBS) 454
Outsourcing and service growth 455
Different types of services 458
Technology and new service development 460
New services and new business models 461
Characteristics of services and how they differ from products 462
Intangibility 462
Heterogeneity 463
Simultaneous production and consumption 464
Perishability 464
Classification of service innovations 464
The new service development process 466
New service development models 467
Sequential service development models or stage-gate models 467
Concurrent service development models 469
Service innovation and the consumer 470
Consumer user toolkits 471
Consumer testing of services 472
Case study: Developing new services at the world s most successful
Internet-based company, eBay 473
Chapter summary 480
Discussion questions 481
Key words and phrases 481
Websites worth visiting 481
References 482
Further reading 485
Market research and its influence on new product
development 486
Market research and new product development 488
The purpose of new product testing 489
Testing new products 490
Techniques used in consumer testing of new products 491
Concept tests 491
Test centres 492
HaH tests/mobile shops 492
Product-use tests 492
Trade shows 492
Monadic tests 492
Paired comparisons 493
In-home placement tests 493
Test panels 493
When market research has too much influence 493
Discontinuous new products 496
Market research and discontinuous new products 497
Circumstances when market research may hinder the development of
discontinuous new products 498
Technology-intensive products 499
Breaking with convention and winning new markets 500
When it may be correct to ignore your customers 503
Striking the balance between new technology and market research 504
The challenge for senior management 505
Case study: Dyson, Hoover and the bagless vacuum cleaner 506
Chapter summary 513
Discussion questions 514
Key words and phrases 514
Websites worth visiting 514
References 514
Further reading 516
Managing the new product development process 518
New products as projects 520
The key activities that need to be managed 521
Assembling knowledge 522
The generation of business opportunities 523
Developing product concepts: turning business opportunities into product
concepts 526
The screening of business opportunities 527
Development of product prototypes 529
Technical testing 530
Market testing and consumer research 530
Market introduction 532
NPD across different industries 532
Organisational structures and cross-functional teams 533
Teams and project management 534
Functional structures 534
Matrix structures 535
Corporate venturing 537
Project management 537
Reducing product development times through computer-aided design 538
The marketing/R D interface 538
High attrition rate of new products 539
Case study: An analysis of 3M, the innovation company 542
Chapter summary 546
Discussion questions 547
Key words and phrases 547
Websites worth visiting 547
References 547
Further reading 549
Appendix: Guinness patent 550
Index 567
Supporting resources
Visit www.pearsoned.co.uk/trott to find valuable online resources
Companion Website for students
• Self-test multiple choice questions, arranged by chapter, to test your
understanding
• Annotated links for each chapter to relevant sites on the web
• Answers to all Pause for thought questions, to allow you to check your progress
For instructors
• Complete Lecture Notes covering all chapters of the book
• PowerPoint slides that can be downloaded and used for presentations
• Extra case studies and exercises to facilitate teaching and learning
• Solutions to all end of chapter discussion questions
• Multiple choice questions, organised by chapter for use in assessments
For more information please contact your local Pearson Education sales
representative or visit www.pearsoned.co.uk/trott
|
| adam_txt |
Contents
Preface xvii
Foreword by Professor Guus Berkhout xxi
Acknowledgements xxiii
Plan of the book xxvii
Part One Innovation management 1
Innovation management: an introduction 2
The importance of innovation 4
The study of innovation 6
Recent and contemporary studies 9
The need to view innovation in an organisational context 10
Individuals in the innovation process 11
Problems of definition and vocabulary 11
Entrepreneurship 12
Design 12
Innovation and invention 14
Successful and unsuccessful innovations 15
Different types of innovation 16
Technology and science 17
Popular views of innovation 19
Models of innovation 20
Serendipity 21
Linear models 21
Simultaneous coupling model 23
Interactive model 23
Innovation as a management process 24
A framework for the management of innovation 25
Open innovation and the need to share and exchange knowledge
(network models) 27
Innovation and new product development 29
Case study: The success of the iPod raises the licensing question for
Apple . again 29
Chapter summary 36
Discussion questions 37
Key words and phrases 37
Websites worth visiting 37
References 38
Further reading 41
Economics and market adoption «
Co-written with Ufuk M. Cakmakc, Department of Business, Istanbul Bilgi University, Turkey
Innovation in its wider context 44
The role of the state and national 'systems' of innovation 46
How national states can facilitate innovation 47
Fostering innovation in the United States and Japan 48
The right business environment is key to innovation 5u
Waves of innovation and growth in capitalism: historical overview 50
Fostering innovation in 'late-industrialising' countries 52
Innovation and the market 54
Innovation and market vision ^5
Innovative new products and consumption patterns 55
Marketing insights to facilitate innovation 57
Lead users 59
Innovation diffusion theories 5^
Adopting new products and embracing change 62
Market adoption theories 63
Case study: The European Innovation Scoreboard 64
Chapter summary 68
Discussion questions 68
Key words and phrases 69
Websites worth visiting 69
References 69
Further reading 71
Managing innovation within firms 74
Organisations and innovation 76
The dilemma of innovation management 76
Managing uncertainty 77
Pearson's uncertainty map 77
Applying the uncertainty map to avoid promising success and
delivering failure 8u
Organisational characteristics that facilitate the innovation process 81
Growth orientation 84
Organisational heritage and innovation experience 84
Vigilance and external links 85
Commitment to technology and R D intensity 85
Acceptance of risks 86
Cross-functional cooperation and coordination within organisational structure 86
Receptivity 86
Space for creativity 86
Strategy towards innovation 87
Diverse range of skills 87
Industrial firms are different: a classification ^
Organisational structures and innovation 91
Formalisation 91
Complexity 91
moments
Centralisation 92
Organisational size 92
The role of the individual in the innovation process 93
IT systems and their impact on innovation 94
Establishing an innovative environment and propagating this virtuous circle 96
Reputation of the organisation 97
Case study: Gore-Tex® and W.L. Gore Associates: An innovative company and
a contemporary culture 99
Chapter summary 103
Discussion questions 103
Key words and phrases 103
Websites worth visiting 103
References 104
Further reading 106
Innovation and operations management 108
Richard Noble, University of Portsmouth
Operations management 110
The nature of design and innovation in the context of operations 111
Design requirements 112
Design and volumes 114
Craft-based products 117
Design simplification 117
Process design and innovation 118
Innovation in the management of the operations process 119
Triggers for innovation 119
Gap analysis 119
Quality circles and process improvement teams 120
Total quality management (TQM) 121
Quality function deployment (QFD) 123
The ISO 9000 approach 123
The EFQM excellence model 123
Design of the organisation and its suppliers - supply chain management 124
Business process re-engineering (BPR) 128
Operations and technology 129
Innovation as an operations process itself 134
Case study: Novels, new products and Harry Potter 135
Chapter summary 141
Discussion questions 141
Key words and phrases 141
Websites worth visiting 142
References 142
Further reading 143
Managing intellectual property 144
Intellectual property 146
Trade secrets 148
An introduction to patents 148
Novelty 150
Inventive step 150
Industrial applications 150
Exclusions from patents 150
The patenting of life 151
Human genetic patenting 151
The configuration of a patent 152
Patent harmonisation: first to file and first to invent 153
Some famous patent cases 153
Patents in practice 154
Expiry of a patent and patent extensions 155
Patent extensions 157
The use of patents in innovation management 158
Do patents hinder or encourage innovation? 158
Trademarks 160
Should satisfy the requirements of section 1 (1) 160
Distinctive 161
Non-deceptive 161
Not confusing 161
Brand names 163
Using brands to protect intellectual property 163
Exploiting new opportunities 164
Brands, trademarks and the Internet 165
Duration of registration, infringement and passing off 165
Registered designs 167
Copyright 167
Remedy against infringement 170
Damages 171
Injunction 171
Accounts 171
Counterfeit goods and IP 171
Case study: Pricing, patents and profits in the pharmaceutical industry 172
Chapter summary 176
Discussion questions 176
Key words and phrases 176
Websites worth visiting 176
References 177
Further reading 178
Part Two Managing technology and knowledge 179
Managing organisational knowledge 180
The battle of Trafalgar 182
Technology trajectories 182
The acquisition of firm-specific knowledge 183
The resource-based perspective 183
Dynamic competence-based theory of the firm 185
Developing firm-specific competencies 186
Competencies and profits 187
Technology development and effort required 188
The knowledge base of an organisation 189
The whole can be more than the sum of the parts 190
Organisational heritage 191
When the performance of the organisation is greater than the abilities
of individuals 191
Japanese organisations and the role of organisational knowledge 192
Characterising the knowledge base of the organisation 193
The learning organisation 194
A process of knowledge accumulation and application in innovative firms 195
Combining commercial and technological strengths: a conceptual approach
to the generation of new business opportunities 198
The degree of innovativeness 200
Leader/offensive 201
Fast follower/defensive 201
Cost minimisation/imitative 202
Market segmentation specialist/traditional 202
A technology strategy provides a link between innovation strategy and
business strategy 202
Case study: The cork industry, the wine industry and the need for closure 203
Chapter summary 212
Discussion questions 212
Key words and phrases 212
Websites worth visiting 212
References 213
Further reading 215
Strategic alliances and networks 216
Defining strategic alliances 218
The fall of the go-it-alone strategy and the rise of the octopus strategy 219
Complementary capabilities and embedded technologies 220
Interfirm knowledge-sharing routines 221
Forms of strategic alliance 221
Licensing 222
Supplier relations 222
Outsourcing 223
Joint venture 223
Collaboration (non-joint ventures) 223
R D consortia 225
Industry clusters 225
Innovation networks 225
The 'virtual company' 228
Motives for establishing an alliance 229
The process of forming a successful strategic alliance 229
Risks and limitations with strategic alliances 231
The role of trust in strategic alliances 232
249
250
The concept of trust 233
Innovation risks in strategic outsourcing 234
The use of game theory to analyse strategic alliances 237
Game theory and the prisoner's dilemma 238
Use of alliances in implementing technology strategy 239
Case study: The Hollywood film industry and the role of knowledge network
organisations 240
Chapter summary 244
Discussion questions 245
Key words and phrases 245
Websites worth visiting 245
References 245
Further reading
Management of research and development
What is research and development? 252
The traditional view of R D 253
R D management and the industrial context 253
R D investment and company success 257
Classifying R D 259
The operations that make up R D 261
R D management and its link with business strategy 263
Integration of R D 264
Strategic pressures on R D 265
The technology portfolio 266
The difficulty of managing capital-intensive production plants in a dynamic
environment 267
Which business to support and how? 268
Technology leverage and R D strategies 269
Strengths and limitations of this approach 271
Allocation of funds to R D 271
Setting the R D budget 272
Level of R D expenditure 274
Case study: The long and difficult 13-year journey to the marketplace for
Pfizer's Viagra 275
Chapter summary 282
Discussion questions 282
Key words and phrases 283
Websites worth visiting 283
References 283
Further reading 284
0 Managing R D projects 286
Jjf^^ technology management 288 j
mature of r d management 289 I
IR D ;. . . . .¦¦ , ' ., ^ . . .' . ¦ ' ',--' 2S3t,'M
The acquisition of external technology 294
Level of control of technology required 295
Forms of external R D 296
Effective R D management 299
Managing scientific freedom 299
Skunk works 302
The link with the product innovation process 302
The effect of R D investment on products 304
Evaluating R D projects 305
Evaluation criteria 306
Case study: The role of clinical research in the pharmaceutical industry 309
Chapter summary 313
Discussion questions 314
Key words and phrases 314
Websites worth visiting 314
References 314
Further reading 316
Open innovation and technology transfer 318
Background 320
The dominant economic perspective 320
Open innovation 322
Introduction to technology transfer 323
Information transfer and knowledge transfer 324
Models of technology transfer 324
Licensing 324
Science park model 326
Intermediary agency model 326
Directory model 326
Knowledge Transfer Partnership model 327
Ferret model 327
Hiring skilled employees 327
Technology transfer units 327
Research clubs 328
European Space Agency (ESA) 328
Consultancy 328
Limitations and barriers to technology transfer 330
NIH syndrome 331
Internal organisational factors and inward technology transfer 331
Developing a receptive environment for technology transfer 332
Identifying external technology: the importance of scanning and networking 334
Linking external technology to internal capabilities 336
Managing the inward transfer of technology 336
Technology transfer and organisational learning 337
Case study: Sony-Ericsson mobile phone joint venture dependent on
technology transfer 339
Chapter summary 346
Discussion questions 346
Key words and phrases 346
Websites worth visiting 347
References 347
Further reading 350
Part Three New product development 351
Product and brand strategy 352
Capabilities, networks and platforms 354
Product platforms 355
Product planning 357
Product strategy 360
Competitive strategy 360
Product portfolios 361
The competitive environment 362
Differentiation and positioning 363
Differentiation 363
Product positioning 365
Competing with other products 367
Managing brands 369
Brands and blind product tests 369
Brand strategy 371
Brand extensions 372
Market entry 375
Launch and continuing improvement 376
Withdrawing products 377
Managing mature products 379
Case study: The role of design in the development of a wheelchair for
cerebral palsy sufferers 380
Chapter summary 383
Discussion questions 383
Key words and phrases 384
Websites worth visiting 384
References 384
Further reading 385
New product development 386
Innovation management and NPD 388
New products and prosperity 389
Considerations when developing an NPD strategy 390
Ongoing corporate planning 390
Ongoing market planning 391
Ongoing technology management 391
Opportunity analysis/serendipity 391
NPD as a strategy fof growth 392
****** Penetration 392
Market development 392
Product development 393
Diversification 393
A range of product development opportunities 393
What is a new product? 396
Defining a new product 398
Classification of new products 399
Repositioning and brand extensions 401
New product development as an industry innovation cycle 403
Overview of NPD theories 403
Models of new product development 407
Departmental-stage models 407
Activity-stage models and concurrent engineering 408
Cross-functional models (teams) 410
Decision-stage models 410
Conversion-process models 410
Response models 410
Network models 411
Case study: Launching innocent into the growing fruit smoothie market 412
Chapter summary 419
Discussion questions 419
Key words and phrases 420
Websites worth visiting 420
References 420
Further reading 423
Packaging and product development 424
Wrapping and packaging products 426
The basic principles of packaging 428
Protection 429
Containment 430
Identification 431
Labelling 431
Characteristics of packaging 433
Dispensing 434
Storage 434
Stability 434
Handling 434
Opening/resealing 435
After use and secondary use 435
Disposal 435
Product rejuvenation 437
New product opportunities through packaging 438
Product and pack size variation 439
Packaging systems 441
Retailer acceptance 442
Revitalising mature packaged goods 444
Case study: Halfords Motor Oil: redesign and rebranding of an existing product 445
Chapter summary 449
Discussion questions 449
Key words and phrases 450
Websites worth visiting 450
References 450
Further reading 451
New service innovation 452
The growth in services 454
Growth in knowledge-intensive business services (KIBS) 454
Outsourcing and service growth 455
Different types of services 458
Technology and new service development 460
New services and new business models 461
Characteristics of services and how they differ from products 462
Intangibility 462
Heterogeneity 463
Simultaneous production and consumption 464
Perishability 464
Classification of service innovations 464
The new service development process 466
New service development models 467
Sequential service development models or stage-gate models 467
Concurrent service development models 469
Service innovation and the consumer 470
Consumer user toolkits 471
Consumer testing of services 472
Case study: Developing new services at the world's most successful
Internet-based company, eBay 473
Chapter summary 480
Discussion questions 481
Key words and phrases 481
Websites worth visiting 481
References 482
Further reading 485
Market research and its influence on new product
development 486
Market research and new product development 488
The purpose of new product testing 489
Testing new products 490
Techniques used in consumer testing of new products 491
Concept tests 491
Test centres 492
HaH tests/mobile shops 492
Product-use tests 492
Trade shows 492
Monadic tests 492
Paired comparisons 493
In-home placement tests 493
Test panels 493
When market research has too much influence 493
Discontinuous new products 496
Market research and discontinuous new products 497
Circumstances when market research may hinder the development of
discontinuous new products 498
Technology-intensive products 499
Breaking with convention and winning new markets 500
When it may be correct to ignore your customers 503
Striking the balance between new technology and market research 504
The challenge for senior management 505
Case study: Dyson, Hoover and the bagless vacuum cleaner 506
Chapter summary 513
Discussion questions 514
Key words and phrases 514
Websites worth visiting 514
References 514
Further reading 516
Managing the new product development process 518
New products as projects 520
The key activities that need to be managed 521
Assembling knowledge 522
The generation of business opportunities 523
Developing product concepts: turning business opportunities into product
concepts 526
The screening of business opportunities 527
Development of product prototypes 529
Technical testing 530
Market testing and consumer research 530
Market introduction 532
NPD across different industries 532
Organisational structures and cross-functional teams 533
Teams and project management 534
Functional structures 534
Matrix structures 535
Corporate venturing 537
Project management 537
Reducing product development times through computer-aided design 538
The marketing/R D interface 538
High attrition rate of new products 539
Case study: An analysis of 3M, the innovation company 542
Chapter summary 546
Discussion questions 547
Key words and phrases 547
Websites worth visiting 547
References 547
Further reading 549
Appendix: Guinness patent 550
Index 567
Supporting resources
Visit www.pearsoned.co.uk/trott to find valuable online resources
Companion Website for students
• Self-test multiple choice questions, arranged by chapter, to test your
understanding
• Annotated links for each chapter to relevant sites on the web
• Answers to all Pause for thought questions, to allow you to check your progress
For instructors
• Complete Lecture Notes covering all chapters of the book
• PowerPoint slides that can be downloaded and used for presentations
• Extra case studies and exercises to facilitate teaching and learning
• Solutions to all end of chapter discussion questions
• Multiple choice questions, organised by chapter for use in assessments
For more information please contact your local Pearson Education sales
representative or visit www.pearsoned.co.uk/trott |
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| discipline_str_mv | Wirtschaftswissenschaften |
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| illustrated | Illustrated |
| index_date | 2024-07-02T20:46:27Z |
| indexdate | 2024-08-01T10:44:27Z |
| institution | BVB |
| isbn | 0273713159 9780273713159 |
| language | English |
| lccn | 2007048699 |
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| publishDate | 2008 |
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| spellingShingle | Trott, Paul Innovation management and new product development Management gtt Productontwikkeling gtt Technische vernieuwing gtt Technological innovations Management Industrial management Product management Innovationsmanagement (DE-588)4161817-8 gnd Produktentwicklung (DE-588)4139402-1 gnd |
| subject_GND | (DE-588)4161817-8 (DE-588)4139402-1 |
| title | Innovation management and new product development |
| title_auth | Innovation management and new product development |
| title_exact_search | Innovation management and new product development |
| title_exact_search_txtP | Innovation management and new product development |
| title_full | Innovation management and new product development Paul Trott |
| title_fullStr | Innovation management and new product development Paul Trott |
| title_full_unstemmed | Innovation management and new product development Paul Trott |
| title_short | Innovation management and new product development |
| title_sort | innovation management and new product development |
| topic | Management gtt Productontwikkeling gtt Technische vernieuwing gtt Technological innovations Management Industrial management Product management Innovationsmanagement (DE-588)4161817-8 gnd Produktentwicklung (DE-588)4139402-1 gnd |
| topic_facet | Management Productontwikkeling Technische vernieuwing Technological innovations Management Industrial management Product management Innovationsmanagement Produktentwicklung |
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Inhaltsverzeichnis
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