Journal of Marketing Research (JMR)
Опубликовано на портале: 24-09-2003Morris A. Cohen Journal of Marketing Research (JMR). 1997. Vol. 34. No. 1. P. 117-129.
For most firms producing fast-moving consumer packaged goods, line extension is central to their new product development (NPD) strategy. A study presents a decision-support system for managing the NPD productivity in this industry, which explicitly evaluates the financial prospects of new line extension concepts. The system developed is based on an in-depth analysis of 51 new product projects launched over a 3-year period at a major food manufacturer. It embodies historical knowledge about the productivity of the firm's NPD process and captures some key research and development resource inputs that can affect this productivity. It also provides shipment forecasts at various stages of the NPD process and thus can be used at new product project review gates to evaluate line extension concepts systematically. Finally, the system also can be used to improve the practice of the NPD process by enabling its users to take a product line perspective, using incremental sales evaluation and by facilitating cross-functional and inter-project learning.
Опубликовано на портале: 29-09-2003Christopher D. Ittner Journal of Marketing Research (JMR). 1997. Vol. 34. No. 1. P. 13-24.
A study develops and tests a simple conceptual model linking product development cycle time to organizational performance. Using data from 2 industries (automobile and computer) and 4 countries (Canada, Germany, Japan and the US), it is found that faster cycle time alone is not associated with higher accounting returns, sales growth or perceived overall performance. Stronger support is found for the hypothesis that some product development practices, such as cross-functional teams and advanced design tools, interact with accelerated product development to improve performance, whereas other practices, such as reverse engineering of competitors' products, suppress the potential benefits from lower cycle times. Finally, interaction effects for other organizational practices, such as customer involvement in the product development process and the extent to which new technology is obtained from external sources, appear to vary by industry.
Опубликовано на портале: 29-09-2003Hubert Gatignon Journal of Marketing Research (JMR). 1997. Vol. 34. No. 1. P. 77-90.
A study examines which of 3 different strategy orientations of the firm (customer, competitive and technological) is more appropriate, when, and why it is so in the context of developing product innovations. A structural model of the impact of the strategic orientation of the firm on the performance of a new product is proposed. The results provide evidence for best practices as follows: 1. A firm wishing to develop an innovation superior to the competition must have a strong technological orientation. 2. A competitive orientation in high-growth markets is useful because it enables firms to develop innovations with lower costs, which is a critical element of success. 3. Firms should be consumer- and technology-oriented in markets in which demand is relatively uncertain - together, these orientations lead to products that perform better, and the firm will be able to market innovations better, thereby achieving a superior level of performance. 4. A competitive orientation is useful to market innovations when demand is not too uncertain but should be de-emphasized in highly uncertain markets.