Business Performance and Strategic New Product Development Activities: An Empirical Investigation

Journal of Product Innovation Management - Tập 12 Số 3 - Trang 214-223 - 1995
Roger J. Calantone1, Shawnee K. Vickery2, Cornelia Dröge3
1Broad College of Business Dean's Office
2Supply Chain Management
3Marketing

Tóm tắt

Despite the ongoing search for the so‐called silver bullet that provides the ultimate competitive advantage, there is no roadmap showing the “right” way to perform new product development (NPD). What's more, it is highly unlikely that such a formula could be developed. Given the diversity of firms and industries as well as the complexity of the NPD process, no single set of NPD activities or steps can be defined that will be appropriate for all firms.However, Roger J. Calantone, Shawnee K. Vickery, and Cornelia Droge propose that it is possible to develop such a framework within the confines of a specific industry. They suggest that successful companies within an industry are likely to focus on certain essential NPD activities that allow them to achieve the best possible results within the constraints of their market. Their research is directed toward identifying the relationship between the performance of specific innovation‐related activities and overall business performance in the furniture industry. This study also assesses the relationship between a firm's performance on an NPD activity and the importance assigned to that activity by the firm's chief executive officer (CEO). With the current emphasis on cross‐functional teams, the study also seeks to determine whether performance on a given NPD activity is related to the assignment of responsibility for that activity.The following NPD activities were evaluated for their effect on corporate performance: customization, new product introduction, design innovation, product development cycle time, product technological innovation, product improvement, new product development, and original product development. Compared to their competitors, top performers consistently put more strategic emphasis on each of these activities. All of these activities have a strong positive influence on return on investment (ROI) and ROI growth. What's more, most of the activities also clearly relate to stronger market share, market share growth, return on sales (ROS), and ROS growth.The vision and focus on these essential NPD activities must begin with CEOs who recognize their strategic value. Such leaders will direct appropriate staff and technical resources toward performance of the necessary activities. They will also ensure that the organization is sufficiently flexible to accept the changes in responsibilities for coordination and leadership that are necessary during different stages in the NPD process. To gain the product flexibility necessary for competing in numerous market segments, top performers require greater input and leadership from design, engineering, and manufacturing.

Từ khóa


Tài liệu tham khảo

10.1016/0007-6813(79)90088-0

10.1016/0007-6813(81)90026-4

Booz Allen, 1968, Management of New Products

Booz Allen, 1980, New Products Management for the Eighties: Phase I

10.1007/BF02721873

10.2307/1251664

10.1111/j.1467-9310.1990.tb00669.x

Clark Kim, 1993, Managing New Product and Process Development

Cooper Robert G., 1980, Project NEWPROD: What Makes a New Product a Winner?

10.1111/j.1467-9310.1983.tb01124.x

Cooper Robert G., 1993, Winning at New Products

10.1111/1540-5885.320071

10.1111/1540-5885.430169

10.1016/0019-8501(87)90029-0

Cooper Robert G., 1974, Reducing the risk of industrial new product development, Canadian Marketer, 7

Crawford C. Merle, 1993, New Products Management

10.1016/0090-2616(82)90033-X

Globe S., 1978, Key factors and events in the innovation process, Research Management, 21, 8

Griffin Abbie, 1993, An interim report on measuring product development success and failure, Journal of Product Innovation Management, 19, 291, 10.1111/1540-5885.1040291

Gruenwald George, 1992, New Product Development: Responding to Market Demand

Jelinek Mariann, 1986, Organizations by Design: Theory and Practice

10.1111/j.1467-9310.1988.tb00589.x

Kuczmarski Thomas, 1988, Managing New Products: Competing Through Excellence

10.1016/0737-6782(88)90021-5

Merrills Roy, 1991, How Northern Telecom completes on time, Harvard Business Review, 38

Mintzberg Henry, 1979, The Structuring of Organizations

10.1287/mnsc.26.3.322

Mintzberg Henry, 1981, Organization design: fashion or fit?, Harvard Business Review, 59, 103

Mintzberg Henry, 1983, Structure in Fives: Designing Effective Organizations

10.1111/1540-5885.1040273

Pearson A. E., 1988, Tough‐minded ways to get innovative, Harvard Business Review, 66, 99

10.1111/1540-5885.520150

10.1109/TEM.1978.6447302

Souder William E., Promoting an effective R&D/marketing interface, Research Management, 23, 10, 10.1080/00345334.1980.11756612

10.1016/0019-8501(81)90029-8

Souder William E., 1987, Managing New Product Innovations

10.1287/mnsc.32.6.645

Ven Andrew, 1986, Central problems in the management of innovation, Management Science, 32

10.1111/1540-5885.540304

Thông tin
: []
Thông tin xuất bản

Journal of Product Innovation Management

Tập 12 Số 3

214-223

Thông tin tác giả