Product definition: assorted techniques and their marketplace impact

Wilson, Wesley V.

doi:10.1109/iemc.1990.201249

Cited by 4 publications

(4 citation statements)

References 3 publications

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“…Additionally, the absence of a clear product definition has been linked to instability in product and marketing plans (Gupta & Wilemon 1990, Wilson 1990. Instability can manifest itself in significant changes in direction or in "creeping elegance" (Gupta and Wilemon 1990).…”

Section: Design Objective Credibility Consequencesmentioning

confidence: 99%

“…Instability can manifest itself in significant changes in direction or in "creeping elegance" (Gupta and Wilemon 1990). Additionally, Wilson (1990) found that product definition instability could lead to more staffing, funding and time. Gupta and Wilemon (1990) found poor definition of product requirements was the reason most cited for product development delays.…”

Section: Design Objective Credibility Consequencesmentioning

confidence: 99%

“…Several studies indicate that innovation success is positively related to the number of product development process steps completed; the more thorough the job the more likely the success (Cooper & Kleinschmidt 1986, Gupta & Wilemon 1990, Wilson 1990, Mahajan & Wind 1992. Janis (1985;p.…”

Section: Analysis Depthmentioning

confidence: 99%

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Time Versus Market Orientation in Product Concept Development: Empirically-Based Theory Generation

Burchill

Fine

1997

Management Science

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AcknowledgementWe are grateful to members and managers of the product development teams for their willingness to share thier time and insights for this project. We also thank: John Carroll, Don Clausing, Steve Graves, Shoji Shiba, John Sterman. Bob Thomas. Karl Ulrich, and David Walden for their constructive criticism and helpful suggestions. AbstractIn collaboration with industry partners, a normative model of the product concept decision process was developed, supported with tools and techniques, and codified as a decision support process for product development teams. This process (Concept Engineering) was then introduced into a number of product development teams in different companies. A comparative analysis of actual product concept development activities, with and without the use of Concept Engineering, was conducted. All of the observed teams viewed time to market as a critical measure of their success. However, the development processes differed significantly depending on whether relatively more emphasis was placed on time or market considerations. Key variables associated with the product concept development decision process and time-to-market dynamics were identified and a theory of the concept development process was developed using the inductive system diagram technique, a research methodology developed in the course of this work.We believe this work contributes to the operations management literature in three ways. First, it introduces a very detailed, structured decision process for product concept development, enhancing the literature on Quality Function Deployement (QFD). Second, it presents a theory of product concept development that can improve understanding of success and failure in product concept development. Third, this work develops new methodology (Inductive Systems Diagrams) for field work in operations management. This methodology marries the grounded theory methods familiar to sociologists with causal-loop modeling familiar to systems dynamicists, yielding a rigorous tool for systematically collecting, organizing, and distilling large amounts of field-based data.

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Section: Design Objective Credibility Consequencesmentioning

confidence: 99%

Section: Design Objective Credibility Consequencesmentioning

confidence: 99%

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Time Versus Market Orientation in Product Concept Development: Empirically-Based Theory Generation

Burchill

Fine

1997

Management Science

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“…This study analysed more than 20 major projects that had been released to the marketplace. It found notable differences between how the successful and unsuccessful teams had defined their products and how they had used their definition to guide the development phase of their programme[1].…”

Section: Researchmentioning

confidence: 99%

Improving Market Success Rates through Better Product Definition

Wilson¹

1994

World Class Design to Manufacture

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Details research which shows that product definition is crucial to increasing overall success. Reports research undertaken within Hewlett‐Packard that uncovered ten product definition factors preprequisite to successful product development. Further research across Fortune 100 companies expanded the list to include an eleventh essential factor. Concludes that each of the 11 factors have to be completed adequately, prior to exiting the product definition phase; and these can be completed only through a multidisciplinary product development team.

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