Part V: FINISHING THE JOB
Look to the end, no matter what it is you are considering.
—SOLON, QUOTED IN HERODOTUS, HISTORIES 500 BC
Many firms struggle to measure the results of improvements of their new product development practices. Chapter 29 shows a systematic approach to choosing metrics that help identify waste and drive continued improvements.
From the customer's viewpoint, the launch of a new product must appear smooth and its value proposition compelling. However, inside the firm launch is a hectic time of many activities that must be managed and synchronized. Chapter 30 gives six steps for the firm to follow for a well-planned and well-executed launch.
Supply chain and distribution are important to a product's success during and after it's launch. Many firms overlook how important this is. Chapter 31 discusses how to integrate supply chain issues into product launch strategy to provide a "lean launch." Such launches react quickly to emerging customer needs and market demands.
Chapter 32 describes how to design a program to assess a new product's performance in the marketplace as soon as possible after launch. This program can tell the firm how well the product is doing. More importandy it can tell where the product needs improvement if the sales forecast is not good.
Product life-cycle management is a multifaceted discipline, one, which many companies underemphasize and underfund. Chapter 33 shows how to assign knowledgeable individuals to the postlaunch phase to ensure ...
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