Modeling new product screening decisions

Baker, Kenneth G.

doi:10.1016/0737-6782(86)90041-x

Cited by 42 publications

(28 citation statements)

References 18 publications

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“…The results support previous research which suggests that the common criteria used by managers to evaluate new product ideas generally far outweighs the firm-specific criteria (de Brentani, 1986). It also adds support to Baker and Albaum's (1986) observation that``a fairly simple model, using a minimum of evaluation criteria, might be useful for a new product decisionmaking'' (p. 38). Further research might benefit from ascertaining the relative importance of screening criteria in the context of the decision being made, e.g.…”

Section: Resultssupporting

confidence: 85%

Erratum

Kelly

Storey

2000

Library Consortium Management: An International Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract This paper addresses the issue of initiating new service development (NSD) projects. The aim of the article is to investigate whether firms use systematic procedures to generate and screen ideas for new services. Utilising a survey of marketing managers in UK service companies, data were collected in the areas of NSD strategy, idea generation and screening. It was found that only half the sample have a formal NSD strategy, idea generation is undertaken on an ad hoc basis and idea screening, although more prevalent, is failing to support the NSD strategy. Management implications and areas for further research are discussed.

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Section: Resultssupporting

confidence: 85%

Erratum

Kelly

Storey

2000

Library Consortium Management: An International Journal

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“…Instead, criteria are chosen with regard to the given context and are dependent on the phase (Baker and Albaum, 1986;Balachandra and Friar, 1997;Carbonell-Foulquie et al, 2004;Hart et al, 2003;Hauser and Zettelmeyer, 1997). The following summarizes some of the most important studies from recent decades which have examined the criteria used to assess new products and services, from idea to commercialization.…”

Section: Screening Of New Product or Service Ideasmentioning

confidence: 99%

“…Criteria can, however, be applied in different ways. Baker and Albaum (1986) identified at least four different models for screening ideas -conjunctive, disjunctive, lexicographic, and linear each being more or less restrictive in terms of rejection; they concluded that a fairly simple model, using a minimum number of criteria, might be useful in the idea screening phase, considering that the appropriate criteria are contextdependent.…”

Section: Screening Of New Product or Service Ideasmentioning

confidence: 99%

Exploring holistic intuitive idea screening in the light of formal criteria

2014

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PostprintThis is the accepted version of a paper published in Technovation. This paper has been peer-reviewed but does not include the final publisher proof-corrections or journal pagination.Citation for the original published paper (version of record):Magnusson, P., Netz, J., Wästlund, E. (2014) Exploring holistic intuitive idea screening in the light of formal criteria. ABSTRACTThe aim of the article is to achieve a better understanding of idea screening selection based on intuition in relation to formal specific criteria.Four experienced experts used two approaches to independently evaluate a set of 83 ideas.The first approach was "gut feeling", whereby the experts rated each idea on the basis of their intuition,. In the second approach the same ideas were rated instead using three established specific criteria (Originality, User Value, and Producibility). Regression analysis showed that the three criteria explained about 50 percent of the intuitive assessments. Furthermore, one of the experts thought out loud during his intuitive assessment, thus revealing further influencing.This article contributes by establishing a statistical relationship between assessment based on intuition and assessment based on formal specific criteria. The article also offers two additional candidate criteria, and five tentative affectors, that could provide a further explanation of intuitive assessment. . The conclusion reached in the study is that intuition can be used because it is less resource-dependent than criteria-based assessment; however, there must also be some emphasis on validating the assessor's domain of expertise, and designing the instructions, if the assessment is to have an incremental or radical twist.

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“…Excepting such proprietary issues as investment costs, profitability, payback period, and production feasibility, the model employed parallels that advanced by the Oregon group, commonly referenced as the Product Innovation Evaluation System (PIES-II). Detailed descriptions of the criteria found in Exhibit 1 can be found in Udell and Baker (1980), and a test of the predictive validity of the model in Baker and Albaum (1986 …”

Section: Problem Settingmentioning

confidence: 99%