Part I: BEFORE YOU GET STARTED
If you don't know where you are going, any road will take you there.
—CHARLES DODGSON, ENGLISH MATHEMATICIAN, 1865
Quantitative studies of successful products versus unsuccessful ones since the early 1970s enable researchers to pinpoint the critical reasons for success. Chapter 1 summarizes these studies and discusses the circumstances, facts, and influences that separate winning products from losers.
A skillfully assembled strategy chooses where a product will compete and why it can win. Chapter 2 addresses the new product strategy set of choices developers make when building a plan of action for converting a new product concept into a product.
Increased growth in both revenue and profit from new products occurs for firms employing portfolio planning and management. Chapter 3 gives a program for leading, carrying out, tracking, and managing a new product portfolio.
Knowing how to design the set of processes making up new product development (NPD) is only of partial value. Chapter 4 addresses the challenges that arise in implementating the NPD processes set, which is not a trivial problem.
One of these process implementation challenges is identifying just who owns a process. Is it the process champion, the process sponsor, the process manager, or is ownership a dual role? In the viewpoint of Chapter 5's author, an enduring NPD process is "owned" by its practitioners.
The fuzzy front end of NPD begins when a customer need is known and a technology ...
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