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BL
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| Record Number
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872191
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| Main Entry
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Crawford, C. Merle, (Charles Merle),1924-2012
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| Title & Author
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New products management /\ Merle Crawford, University of Michigan-Emeritus, Anthony Di Benedetto, Temple University.
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| Edition Statement
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Eleventh edition, international edition.
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| Publication Statement
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New York, NY :: McGraw-Hill Education,, [2015]
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, ©2015
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| Page. NO
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xx, 588 pages :: illustrations ;; 24 cm
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| ISBN
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007802904X
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: 1259254348
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: 9780078029042
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: 9781259254345
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: 9789814577106
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: 9814577103
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| Bibliographies/Indexes
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Includes bibliographical references and index.
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| Contents
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Machine generated contents note: ch. 1 The Strategic Elements of Product Development -- Setting -- The Importance of New Products -- Globalization and New Product Development -- How Product Development Is Different -- What Is a New Product, and What Leads to Success? -- Does This Field of Activity Have a Unique Vocabulary? -- Does the Field of New Products Offer Careers? -- The Strategic Elements of Product Development -- The Basic New Products Process -- The Other Strategic Elements -- Product Development in Action -- Summary -- Applications -- ch. 2 The New Products Process -- Setting -- The Procter & Gamble Cosmetics Saga -- The Product Innovation Charter (PIC) -- The New Products Process -- The New Product Portfolio -- Supporting the Strategic Elements: Effective Team Management -- What Happened in That Saga? -- The Phases in the New Products Process -- Phase 1: Opportunity Identification and Selection -- Phase 2: Concept Generation -- Phase 3: Concept/Project Evaluation.
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Note continued: A Sample Launch Management Plan -- Launch Management and Knowledge Creation -- Product Failure -- Summary -- Applications -- Case: Levitra -- ch. 20 Public Policy Issues -- Setting -- Bigger Picture: A Cycle of Concerns -- Phase I: Stirring -- Phase II: Trial Support -- Phase III: The Political Arena -- Phase IV: Regulatory Adjustment -- Business Attitudes toward Product Issues -- Current Problem Areas -- Product Liability -- Typology of Injury Sources -- The Four Legal Bases for Product Liability -- Other Legislation -- Planning for the Product Recall -- Prior to the Recall -- During the Recall -- After the- Recall -- Attempts at Standardization and Clarification -- Environmental Needs -- Product Piracy -- Worthy Products -- Morality -- Designing Products for Emerging Markets -- Personal Ethics -- The Underlying Residual Issues -- What Are New Products Managers Doing about All This? -- Strategy and Policy -- Control Systems -- Product Testing.
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Note continued: Case: Comparing Smartphones (A) -- ch. 7 Analytical Attribute Approaches: Trade-Off Analysis and Qualitative Techniques -- Setting -- Trade-Off Analysis -- Using Trade-Off Analysis to Generate Concepts -- A Conjoint Analysis Application -- Is Conjoint the Right Method? -- Alternatives to Full-Profile Conjoint Analysis -- Recent Modifications in Conjoint Analysis -- Virtual Prototypes in Concept Testing -- Qualitative Techniques -- Dimensional Analysis -- Checklists -- Relationships Analysis -- About the Dimensions Used in Relationships Analysis -- Two-Dimensional Matrix -- Morphological or Multidimensional Matrix -- Analogy -- Summary -- Applications -- Case: Rubbermaid -- ch. 8 The Concept Evaluation System -- Setting -- What's Going On in the New Products Process? -- The Evaluation System for the Basic New Products Process -- Product Line Considerations in Concept Evaluation -- The Cumulative Expenditures Curve -- The Risk/Payoff Matrix.
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Note continued: Case: Dodge Nitro -- ch. 18 Market Testing -- Setting -- The Market Testing Decision -- When Is the Decision Made? -- Is This an Easy Decision to Make? -- Market Tests Must Have Teeth -- The Factors for Deciding Whether to Market Test -- Methods of Market Testing -- Pseudo Sale -- Controlled Sale -- Full Sale -- Pseudo Sale Methods -- Speculative Sale -- Simulated Test Market -- Controlled Sale Methods -- Informal Selling -- Direct Marketing -- Minimarkets -- Scanner Market Testing -- Full Sale Methods -- Test Marketing -- The Rollout -- Wrap-Up on Market Testing Methodologies -- Summary -- Applications -- Case: PepsiCo-Pepsi-Kona and Pepsi One -- ch. 19 Launch Management -- Setting -- What We Mean by Launch Management -- The Launch Management System -- Step One: Spot Potential Problems -- Step Two: Select the Control Events -- Step Three: Develop Contingency Plans -- Step Four: Design the Tracking System -- Effective Innovation Metrics.
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Note continued: Goals and Objectives Section of the PIC -- Special Guidelines Section of the PIC -- How to Prepare a Product Innovation Charter -- Product Portfolio Analysis: The New Product's Strategic Fit -- Summary -- Applications -- Case: New Product Strategy at Kellogg -- Case: The Honda Element -- ch. 4 Creativity and the Product Concept -- Setting -- Preparation -- The Product Innovation Charter -- Finding the Right People -- Management's Role in Creativity -- Activities to Encourage Creativity -- Special Rewards -- The Removal of Roadblocks -- The Product Concept -- The Designer Decaf Example -- The Concept Statement -- Two Basic Approaches -- Important Sources of Ready-Made New Product Ideas -- User Toolkits -- Crowdsourcing -- Lead Users -- Open Innovation -- Summary -- Applications -- Case: Pillsbury Grands! Biscuit Sandwiches -- Case: P & G CarpetFlick -- Case: Aquafresh White Trays -- ch. 5 Finding and Solving Customers' Problems -- Setting.
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Note continued: Market Research to Support Concept Testing -- Conclusions -- Summary -- Applications -- Case: Domino's -- Case: Comparing Smartphones (B) -- ch. 10 The Full Screen -- Setting -- Purposes of the Full Screen -- The Scoring Model -- Introduction to Scoring Models -- The Screening Procedure -- Profile Sheet -- A Screening Model Based on Project NewProd -- The Analytic Hierarchy Process -- Special Aspects -- Summary -- Applications -- Case: Logitech (A) -- ch. 11 Sales Forecasting and Financial Analysis -- Setting -- Sales Forecasting for New Products -- Forecasting Sales Using Traditional Methods -- Forecasting Sales Using Purchase Intentions -- Forecasting Sales Using the A-T-A-R Model -- Techniques for Forecasting Product Diffusion -- Observations on Forecasting Models -- Problems with Sales Forecasting -- Summary of the Problems -- Actions by Managers to Handle These Problems -- Improve the New Product Process Currently in Use.
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Note continued: Marketing and Market Testing -- Customer Education and External Affairs -- Summary -- Applications -- Case: Clorox Green Works -- Case: Hybrid or Hydrogen Vehicles at General Motors? -- Case: Product (RED).
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Note continued: Over What Time Period Should the Test Be Conducted? -- What Should Be the Source of the Product Being Tested? -- What Should Be the Form of the Product Being Tested? -- How Should We Record Respondents' Reactions? -- How Should We Interpret the Figures We Get? -- Who Should Do the Product Use Test? -- Special Problems -- Don't Change the Data Just Because They Came Out Wrong -- Be Alert to Strange Conditions -- What If We Have to Go Ahead without Good Use Testing? -- Summary -- Applications -- Case: Product Use Testing for New Consumer Nondurables -- ch. 16 Strategic Launch Planning -- Setting -- The Strategic Givens -- Revisiting the Strategic Goals -- Strategic Platform Decisions -- Type of Demand Sought -- Permanence -- Aggressiveness -- Competitive Advantage -- Product Line Replacement -- Competitive Relationship -- Scope of Market Entry -- Image -- The Target Market Decision -- Alternative Ways to Segment a Market.
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Note continued: Phase 4: Development -- Phase 5: Launch -- Evaluation Tasks Throughout the New Products Process -- Speeding the Product to Market -- Risks and Guidelines in Speeding to Market -- What about New Services? -- New-to-the-World Products -- The Role of the Serial Innovator -- Spiral Development and the Role of Prototypes -- Closing Thoughts about the New Products Process -- Summary -- Applications -- Case: Lego -- Case: Tastykake Sensables -- Case: The Levacor Heart Pump -- ch. 3 Opportunity Identification and Selection: Strategic Planning for New Products -- Setting -- A Product Strategy for a "Company within a Company" -- New Product Strategy Inputs and Identifying Opportunities -- Product Platform Planning -- Opportunity Identification -- Noncorporate Strategic Planning -- Miscellaneous Sources -- The Product Innovation Charter -- Why Have a PIC? -- The Sections of the PIC -- Background Section of the PIC -- The Arena (Area of Focus) Section of the PIC.
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Note continued: Product Architecture -- A Process for Product Architecture -- Product Architecture and Product Platforms -- Industrial Design and the Industrial Designer -- Prototype Development -- Managing the Interfaces in the Design Process -- Improving the Interfaces in the Design Process -- Computer-Aided Design and Design for Manufacturability -- Continuous Improvement in Design -- Summary -- Applications -- Case: The Mini -- Case: Palm Pilot -- Case: Gillette Mach3 and Fusion -- ch. 14 Development Team Management -- Setting -- What Is a Team? -- Structuring the Team -- Another Look at Projectization -- Building a Team -- Establishing a Culture of Collaboration -- The Team Assignment and Ownership -- Selecting the Leader -- Selecting the Team Members -- Roles and Participants -- Network Building -- Training the Teams -- Managing the Team -- Cross-Functional Interface Management -- Overcoming Barriers to Market Orientation -- Ongoing Management of the Team.
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Note continued: Targeting May Also Use Diffusion of Innovation -- Product Positioning -- Creating Unique Value for the Chosen Target -- Branding and Brand Management -- Trademarks and Registration -- What Is a Good Brand Name? -- Managing Brand Equity -- Brand Equity and Branding Strategies -- Global Branding and Positioning: Standardize or Adapt? -- Global Brand Leadership -- Packaging -- The Role of Packaging -- The Packaging Decision -- Summary -- Applications -- Case: Wii -- Case: Iridium -- Case: Comparing Smartphones (C) -- ch. 17 Implementation of the Strategic Plan -- Setting -- The Launch Cycle -- Prelaunch and Preannouncement -- Announcement, Beachhead, and Early Growth -- Lean Launch and Launch Timing -- Launch Tactics -- The Communications Plan -- The Copy Strategy Statement -- Personal Selling -- Alliances -- A-T-A-R Requirements -- Awareness -- Stocking and Availability -- Trial -- Repeat Purchase -- Summary -- Applications -- CASE: Hulu.
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Note continued: Team Compensation and Motivation -- Closing the Team Down -- Virtual Teams -- Managing Globally Dispersed Teams -- Summary -- Applications -- Case: Provo Craft -- Case: Ford Fusion -- ch. 15 Product Use Testing -- Setting -- The Role of Marketing During Development -- Marketing Is Involved from the Beginning of the Process -- Marketing Ramp-Up, or the "I Think We've Got It" Phase -- Why Do Product Use Testing? -- Is Product Use Testing Really Necessary? -- Are These Arguments Correct? -- Knowledge Gained from Product Use Testing -- Pre-Use Sense Reactions -- Early Use Experiences -- Alpha and Beta Tests -- Gamma Testing -- Diagnostic Information -- Decisions in Product Use Testing -- Who Should Be in the User Group? -- How Should We Reach the User Group? -- Should We Disclose Our Identity? -- How Much Explanation Should We Provide? -- How Much Control over Product Use Should There Be? -- How Should the Test Be Conducted?
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Note continued: The Decay Curve -- Planning the Evaluation System -- Everything Is Tentative -- Potholes -- The People Dimension -- Surrogates -- The A-T-A-R Model -- Where Do We Get the Figures for the A-T-A-R Model? -- Further Uses of the A-T-A-R Model -- Summary -- Applications -- Case: Chipotle Mexican Grill -- Case: Concept Development Corporation -- ch. 9 Concept Testing -- Setting -- The Importance of Up-Front Evaluations -- The Product Innovation Charter -- Market Analysis -- Initial Reaction -- Concept Testing and Development -- What Is a New Product Concept? -- The Purposes of Concept Testing -- Considerations in Concept Testing Research -- Prepare the Concept Statement -- Define the Respondent Group -- Select the Response Situation -- Prepare the Interviewing Sequence -- Variations -- Analyzing Research Results -- Identifying Benefit Segments -- Joint Space Maps -- Preference Regression -- Conjoint Analysis in Concept Testing.
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Note continued: The Overall System of Internal Concept Generation -- Gathering the Problems -- Internal Records -- Direct Inputs from Technical and Marketing Departments -- Problem Analysis -- Scenario Analysis -- Solving the Problems -- Group Creativity -- Brainstorming -- Electronic Brainstorming and Computer-Assisted Creativity Techniques -- Online Communities -- Disciplines Panel -- Concept Generation Techniques in Action -- Summary -- Applications -- Case: Campbell's IQ Meals -- Case: Earning Organizational Respect -- ch. 6 Analytical Attribute Approaches: Introduction and Perceptual Mapping -- Setting -- Understanding Why Customers Buy a Product -- Products Are Groups of Attributes -- Analyzing Product Attributes for Concept Generation and Evaluation -- Gap Analysis -- Determinant Gap Maps -- Perceptual Gap Maps Based on Attribute Ratings (AR) -- Perceptual Gap Maps Based on Overall Similarities (OS) -- Comments on Gap Analysis -- Summary -- Applications.
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Note continued: Use the Life Cycle Concept of Financial Analysis -- Reduce Dependence on Poor Forecasts -- Return to the PIC -- Summary -- Applications -- Case: Bay City Electronics -- ch. 12 Product Protocol -- Setting -- The Product Protocol -- Purposes of the Protocol -- Protocol's Specific Contents -- Target Market -- Positioning -- Product Attributes -- Competitive Comparisons and Augmentation Dimensions -- Other Components of the Product Protocol -- Protocol and the Voice of the Customer -- Hearing the Voice of the Customer -- Protocol and Quality Function Deployment (QFD) -- QFD and the House of Quality -- Outcomes of QFD -- Some Warnings about the Difficulty of the Protocol Process -- Summary -- Applications -- Case: Fisher & Paykel -- Case: DuPont -- Case: Logitech (B) -- ch. 13 Design -- Setting -- What Is Design? -- Design-Driven Innovation -- The Role of Design in the New Products Process -- Contributions of Design to New Product Goals.
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| Abstract
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Written with a managerial focus, this text is useful to the practicing new products manager. Along with the management approach, the perspective of marketing is presented throughout which enables the text to have a balanced view. The authors aim to make the book increasingly relevant to its users as this revision is considered to be a new product. Many new examples, cases, and research along with the most current topics highlight the new edition of this book.
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| Subject
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New products-- Management.
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| Subject
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New products-- Management.
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| Subject
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Produktinnovation
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| Subject
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Produktmanagement
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| Dewey Classification
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658.5/75
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| LC Classification
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HF5415.153.C72 2015
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| NLM classification
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HS 21100 CRA.uk-btusl
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| Added Entry
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Di Benedetto, C. Anthony.
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