The front end of new product development: a Canadian survey

Murphy, Steven A.; Kumar, Vinod

doi:10.1111/1467-9310.00038

Cited by 168 publications

(146 citation statements)

References 24 publications

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“…First, such support is essential when resistance to change is encountered (McAdam and Leonard 2004). Second, the momentum behind new product ideas is stronger if senior management is directly involved during the front end of NPD (Murphy and Kumar 1997;Lauto et al 2013). Third, senior management's support in front-end activities promotes greater innovation (Koen et al 2001).…”

Section: Foundational Success Factorsmentioning

confidence: 99%

“…Other researchers agree that firms should explore customer expectations and requirements before product development begins (Kim and Wilemon 2002b;Smith et al 1999;Verworn 2006;Verworn et al 2008). Such information is useful because it clarifies project objectives early in the development stages (Cooper 1988;Cooper and Kleinschmidt 1987;Zien and Buckler 1997;Robbins and O'Gorman 2015;Verworn et al 2008;Murphy and Kumar 1997). In addition, customers may offer product ideas at the front end of NPD that developers have not yet § considered (Cooper et al 2002;Kim and Wilemon 2002a).…”

Section: Foundational Success Factorsmentioning

confidence: 99%

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Critical success factors in early new product development: a review and a conceptual model

et al. 2017

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The literature on the front end in the New Product Development (NPD) literature is fragmented with respect to the identification and analysis of the factors that are critical to successful product development. The article has a two-fold purpose. First, it describes, analyses, and synthesizes those factors through a literature review of the research on the front end in NPD. Second, it conceptualizes a framework that features two types of success factors: foundational success factors (common to all the firm's projects) and project-specific success factors (appropriate for the firm's individual projects). The article makes recommendations for the management of this important phase of product development, discusses limitations of relevant previous research, and offers suggestions for future research. The article makes a theoretical contribution with its analysis and synthesis of the reasons for success in front-end activities and a practical contribution with its conceptual framework that can be used as an analytical tool by firms and their product managers.

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Section: Foundational Success Factorsmentioning

confidence: 99%

Section: Foundational Success Factorsmentioning

confidence: 99%

Critical success factors in early new product development: a review and a conceptual model

et al. 2017

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“…Using these opportunities, organizations can enhance innovation capabilities and reduce risks related to producing innovative products [20]. Customer involvement in the NPD process can lead to identifying customers' needs, gathering relevant customer information and translating customers' needs into new products.…”

Section: Customer Involvement In New Product Developmentmentioning

confidence: 99%

Investigating the effects of customer relationship management and supplier relationship management on new product development

2015

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Original scientific paper Most organizations today are increasingly influenced by competition and global markets due to advancements in information technology and economic globalization. Developments in information technology and increasing competitiveness are led to shorter product life cycles, increase rate of product obsolescence, growth of high-quality products and introduction of new products into the market. These factors have stimulated organizations to follow NPD goals such as reducing product development time, lower product cost with higher quality, shorter time-to-market, and improving delivery performance to achieve profitability and keep their market position. Customer and supplier involvement during the NPD processes has attracted widespread attention in the literature. SRM and CRM can improve the performance of New Product Development (NPD) as well as facilitate the role of customers and suppliers in NPD in the path towards a high-performance organization; therefore, it is necessary for organizations to gain a correct understanding of the roles of CRM and SRM in NPD processes and to draw on such a knowledge to enhance the performance of the new product. Given the advantages of applying CRM and SRM within organizations, this paper tries to explore the different roles of CRM and SRM which play in NPD process. Keywords: customer; customer relationship management; new product development; supplier; supplier relationship management Istraživanja učinaka upravljanja odnosa s kupcima i upravljanja odnosa s dobavljačima na razvoj novog proizvodaIzvorni znanstveni članak Na većinu poduzeća danas sve više utječu konkurencija i globalna tržišta zbog usavršavanja informatičke tehnologije i ekonomske globalizacije. Razvoj informatičke tehnologije i sve veća stručnost dovode do kraćeg vijeka trajanja proizvoda, bržeg zastarijevanja proizvoda, povećanja broja visokokvalitetnih proizvoda i stavljanja novih proizvoda na tržište. Ove su činjenice potaknule proizvodne organizacije da slijede ciljeve razvoja novih proizvoda (NPD) kao što su smanjenje vremena razvoja proizvoda, niža cijena proizvodnje uz bolju kvalitetu, skraćivanje vremena plasmana proizvoda na tržište, bolji uvjeti isporuke u svrhu profitabilnosti i opstanka na tržištu. Uključivanje kupaca i dobavljača u proces NPD postalo je vrlo popularna tema u

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“…In general, the front end ranges from the generation of an idea to either its approval for development or its termination (Murphy and Kumar 1997). Figure 1 describes a model of the innovation process, highlighting the front end and it´s activities.…”

Section: Characteristics Of the "Fuzzy Front End" Of Innovationmentioning

confidence: 99%

The ‘Fuzzy Front End’ of Innovation

Herstatt¹,

Verworn²

2004

Bringing Technology and Innovation Into the Boardroom

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The fast transformation of technologies into new products or processes is one of the core challenges for any technology-based enterprise. Within the innovation process, we believe, the early phases ("fuzzy front end") to have the highest impact on the whole process and the result (Input-Output Process), since it will influence the design and total costs of the innovation extremely. However the "Fuzzy Front End" is unfortunately the least-well structured part of the innovation process, both in theory and in practice.The focus of the present chapter is on methods and tools to manage the "fuzzy front end" of the innovation process. Firstly, the activities, characteristics, and challenges of the front end are described. Secondly, a framework of the application fields for different methods and tools is presented: Since a product upgrade requires a different approach compared to radical innovation, where the market is unknown and a new technology is applied, we believe such a framework to be useful for practitioners. Thirdly, a selection of methods and tools that can be applied to the "fuzzy front end" are presented and allocated within the framework. The methods selected here address process improvements, concept generation, and concept testing.2 The "FuzzyFront End" of Innovation Herstatt/Verworn _________________________________________________________________________________

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The front end of new product development: a Canadian survey

Cited by 168 publications

References 24 publications

Critical success factors in early new product development: a review and a conceptual model

Critical success factors in early new product development: a review and a conceptual model

Investigating the effects of customer relationship management and supplier relationship management on new product development

The ‘Fuzzy Front End’ of Innovation

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