New product development structures: The effect of customer overload on post-concept time to market

Perspective: A Review of Marketing Research on Product Design with Directions for Future Research

“…One of the fundamental roles of marketing is to provide information about customers, competitors, and the external context as input for the design process (Bailetti and Litva, 1995;Michalek, Feinberg, and Papalambros, 2005). On one hand, too much customer input can increase time to market (Datar, Jordan, Kekre, Rajiv, and Srinivasan, 1996), introduce biases (Antioco, Moenaert, and Lindgreen, 2008), conflict with the channel structure (Williams, Kanna, and Azarm, 2011), and produce disparate perceptions across functional areas (Haggblom, Calantone, and Di Benedetto, 1995). On the other hand, design-driven innovation makes it possible for firms to innovate based on new product meanings that can ultimately diffuse through society (Verganti, 2008).…”

“…Another significant stream of research addresses team capabilities and their influence on performance (see Dahl, 2011). Organizational and technical practices, such as cross-functional teams and colocation, are effective for increasing new design integration with other areas (Datar et al, 1996;Liker, Collins, and Hull, 2003;Veryzer and de Mozota, 2005) and subsequent commercial success (Ettlie, 1995), even across cultures (Souder and Jenssen, 1999). Adding new team members increases product enhancements at a faster pace than more intense use of process technology, but increases the need for repairs at almost the same rate as enhancements (Barry, Kemerer, and Slaughter, 2006).…”

Perspective: The Emergence of Product Design as a Field of Marketing Inquiry*

“…Process skills; team skills; project management skills; the fit between project needs and skills in marketing, R&D, engineering, and manufacturing; and design sensitivity are identified as important determinants of product quality and new product performance (Song, Souder, and Dyer, 1997). Organizational and technical practices, e.g., cross-functional teaming and colocation, are effective for new designs in increasing design integration with other functional areas (Datar, Jordan, Kekre, Rajiv, and Srinivasan, 1996;Liker and Collins, 1999;Veryzer and Borja de Mozota, 2005) and subsequent commercial success (Ettlie, 1995), even across cultures (Souder and Jenssen, 1999).…”

“…Adding new team members increases product enhancements at a faster pace than more intense use of process technology but increases the need for repairs at almost the same rate as enhancements (Barry, Kemerer, and Slaughter, 2006). Organizations must ensure that information provided by the marketing function satisfies the information processing requirements of the design community (Bailetti and Litva, 1995;Michalek et al, 2005) but too much input, such as customer requirements information, can negatively influence time-to-market (Datar et al, 1996), and there are often biases (Antioco, Moenaert, and Lindgreen, 2008) or different perceptions across functional areas (Calantone, Di Benedetto, and Haggblom, 1995).…”

Impact of new product development (NPD) proficiency and NPD entry strategies on product quality and risk

“…Our third research construct involves the NPD entry strategies used by new product managers to develop new products. One major stream of research addresses the issue of NPD entry strategy by focusing on NPD accomplished by a single firm through either the concentration of product developers at a single location (centralization) or the distribution of knowledge workers among geographically separated facilities (decentralization) (Datar et al, 1996(Datar et al, , 1997. The approach most organizations use to develop new products typically involves marshalling the organization's various functional departments to perform the tasks necessary to create, develop, manufacture, and market new products.…”