New Products Management This page intentionally left blank New Products Management Eleventh Edition Merle Crawford University of Michigan—Emeritus . Find all the study resources for New Products Management by Charles Merle Crawford; C. New Products Management 11th edition by Crawford 原版PDF. This is where u can download Test Bank, Solution manual instantly: new- venarefeane.cf Perfect recommended , No.
|Language:||English, Indonesian, Portuguese|
|Genre:||Children & Youth|
|ePub File Size:||29.67 MB|
|PDF File Size:||15.55 MB|
|Distribution:||Free* [*Register to download]|
New Products Management 11e / Crawford & Di Benedetto Solutions Manual for New Products Management 11th Edition by Crawford Full clear new products management 10th edition pdf free download new products management 9th. Written with a managerial focus, New Products Management 11e by Crawford and Di Benedetto is useful to the New Products Management 11th Edition. by. Full clear download(no error formatting) at: venarefeane.cf new products management crawford 11th edition pdf new products.
Chapter 1 introduces the students to the strategic elements of new product development. First and foremost among these is the new products process, introduced in Chapter 1, and further extended in Chapter 2.
Students have little idea of what is involved, unless they got parts of it in some other course, or worked in a firm and think what that firm did is what all firms do. So explain it in detail, and try using the Tastykakes case to help. The Tastykakes case tells the story of the entire development of a new snack product, from start to launch, that was designed to capitalize on the low-carb food fad in full swing during If the student understands the overall process, the whole course makes a lot more sense.
Chapter 3 contains the second and third strategic elements of new product development; the Product Innovation Charter PIC and the product portfolio. Students find this perhaps the toughest part of the course.
There is a natural instinct to resist being bound by tight strategy, so the advancement of new products strategy has been slow. Many managers hate it, because it is fully intended to give focus and restrict freedoms. Yet top managements know there must be strategy--very few firms give free rein to their new products staff, and then only in think-tank situations which are not thriving, incidentally.
Unless the student downloads the idea of focus, the whole of Chapter 3 gets lost. The same goes for managers, in continuing education seminars. Again, a very high level strategic discussion, but one which is really essential to understanding the strategic role of new products within a company.
We urge you to build the discussion around the PIC and around specific company situations. The text contains many, any of which can be discussed. If you don't like the PIC format used in Chapter 3, develop your own. We have expanded the discussion of portfolio models to bring in the newest research on this topic, and have added the Lego case to Chapter 2, which serves as an example of the importance of a coherent innovation strategy at the highest levels within the organization. If the students will be working on a term-long project, it should probably begin after Part I, because in real life the guiding strategy would have preceded the project.
If desired, students can be asked to take a firm of their choice, write out what they think an acceptable PIC would be, and then do their work within that.
But in a way this is dangerous because it asks the student to develop strategy without the very rigorous analytical work such strategy deserves. Our experience is that the type of ideation done by students can be independent of specific firms.
After they find a concept they want to work with, you can ask them to identify a firm where there would likely be a PIC the idea would fit, and go on from there. Protocol concept B. Batch concept C. Fully screened concept D.
Stated concept With regard to the concept or project evaluation phase of the new product process, a prototype concept is best described as a: Which of the following is associated with the concept or project evaluation phase of the new products process? Idea concept B. Prototype concept C. In the context of the development phase of the new products process, a is best described as a tentative physical product or system procedure.
Both market value and clarity are lowest for a n: In which of the following phases of the new products process is the first full test-of-fit with manufacturing made?
The launch phase B.
Solution Manual for New Products Management 11th Edition by Crawford and Benedetto
The opportunity identification phase C. Which of the following is true of the batch concept? It is the first full test-of-fit with manufacturing.
It is a form or a technology, plus a clear statement of benefit. It is a tentative physical product. In the new products process, a cross-functional team: Digicon Inc. With reference to this information, which of the following statements is true regarding the firm? The digital cameras manufactured by the firm are the cheapest in the market.
The firm offers the widest range of digital cameras. The marketing plan employed by the firm is the best in the industry. The digital cameras manufactured by the firm are seen as the standard for competitors to match. Services and goods are often arrayed on a scale which ranges from pure service to pure good. Where does an insurance policy stand on this scale? Pure service B. Primarily service and partly a good C. Primarily a good and partly service D. Pure good Early, non-functional versions of proposed new products, called , are often provided to allow consumers to try and comment on innovative offerings.
Identify the new products process where, through interaction with customers, designers are inspired to probe, experiment, and improvise, and as a result, may come up with a successful new- to-the-world product.
New Products Management
Probe-and-learn B. Consumer analysis C. Mind sharing D. Concept redefining Identify the term used to describe the iterative process where the developing team develops prototypes from dozens of different new product ideas, eventually settling on a prototype that customers like. Focused prototype method B. Prototype analysis C. Lickety-stick D. Concept improvisation Essay Questions Discuss the concept or project evaluation phase of the new products process.
Discuss the five methods to accelerating time to market as identified by new products consultant Robert Cooper. Discuss the risks and guidelines of speeding to market.
Identify the factors responsible for the high failure rates of new-to-the-world products with relevant examples. Discuss the role of serial innovators in the new products process.
FALSE The new products process essentially turns an opportunity the real start into a profit flow the real finish. It begins with something that is not a product the opportunity and ends up with another thing that is not a product the profit.
The product comes from a situation and turns into an end. Analytic Blooms: Understand Difficulty: The Phases in the New Products Process 2. It uses a scoring model of some type and results in a decision to either undertake development or quit. The Phases in the New Products Process FALSE The first three phases of the new products process—strategic planning, concept generation and, especially, concept or project evaluation, comprise what is popularly called the "fuzzy front end" of the new product process.
By the end of the project, most fuzz will have been removed. The Phases in the New Products Process 4. FALSE The development phase of the new products process includes the generation of the prototype concept, the batch concept, the process concept, and the pilot concept.
Remember Difficulty: The Phases in the New Products Process 5. TRUE In the project or concept evaluation phase of the new products process, a fully screened concept is a new product idea that has passed the test of fit with a company's situation. The Phases in the New Products Process 6. TRUE Accelerating time to market offers many benefits to the firm.
The product will be on the market for a longer period of time before becoming obsolete, it can attract customers early and possibly block competitors with similar products that hit the market at a later time, or it can help to build or support a firm's reputation.
Speeding the Product to Market 7. TRUE Firms that strive for mindshare think not about the speed of an individual product's development and launch, but rather about creating a dominant position in the mind of the customer. The firm with mindshare in a given product category is the one that the target market associates with the product category and that is seen as the standard for competitors to match such as Intel microprocessors or Hewlett-Packard laser printers.
Speeding the Product to Market FALSE A better way to cope when facing a high-turbulence environment is to keep product development as flexible as possible. The key lies in not freezing the product concept until the last possible moment, but allowing later phases in the new products process to run concurrently with concept development. This is the principle of postponement.
Speeding the Product to Market 9. FALSE Using cash-to-cash metric, a firm will measure not just how quickly the product is launched, but also how long it takes to break even. Using metrics such as this help a firm manage the whole launch phase, not just the moment of launch.
FALSE Whereas goods are mass-produced, services are provided through interaction between service provider and customer, and the most successful service providers are those that can deliver a "customized" experience. Analytic What about New Services? Firms that launch new-to-the-world products into the market incur a significantly lower long- term survival rate than those that enter the market later. TRUE Research confirms that firms that launch new-to-the-world products incur a significantly lower long-term survival rate than those that enter the market later.
But the lower survival rate for a new-to-the-world product is offset by higher profits, since the market for such a product is often larger and can offer bigger profit margins. New-to-the World Products TRUE Radical innovation requires a planning approach that acknowledges the unknowns and uncertainties involved. This approach, called discovery-driven planning, requires that managers make assumptions about the future in order to build their forecasts and targets, recognizing that these assumptions may be quite wrong.
FALSE Discovery-driven planning is different from the approach more typically seen in less-uncertain markets, where past results can be used to build predictable forecasts of the future. A guiding principle in discovery-driven planning is the reverse income statement. The transition team receives appropriate funding as well as support and oversight from senior management. TRUE The problem many firms have with radical innovation is that technology-driven innovation may be very exciting from a technical viewpoint, but doesn't really solve a customer problem, and therefore there is no application that can be brought to market.
Concept generation Refer to figure 2. In this phase, one can also collect available new product concepts that fit the opportunity and generate new ones as well. The technical tasks in the development phase of the new products process involve specifying the full development process and its deliverables, designing prototypes, testing and validating prototypes against protocol, designing and validating the production process for the best prototype, and scaling up production as necessary for product and market testing.
Depending on an idea, end-user screening or technical screening is conducted. Some of the proposed new products may have originated among technical people; this would have to be followed by a concept test to see what potential consumers thought about it.
Ultimately, these views all come together in what is often called the full screen. Distribution channel planning The stream of activity that feeds strategic planning for new products in this scenario is ongoing marketing planning.
There are at least three main streams of activity that feed strategic planning for new products. Reflective Thinking Blooms: Apply Difficulty: The concept or project evaluation phase Refer to figure 2. The new products team will enter the concept or project evaluation phase next. The concept or project evaluation phase of the new products process involves evaluating new products concepts on technical, marketing, and financial criteria.
An internal mandate DuPont's discovery of Surlyn, a material with hundreds of potential uses, is an example of a new resource. At least three main streams of activity feed strategic planning for new products. From these strategic activities, opportunities are identified and sorted into four categories. The identification of a new resource is one such category. An internal mandate In this scenario, an external mandate is identified by George given that the market for the bicycle is becoming increasingly stagnant, and the competition from Kinetixyles seems threatening.
Identifying that customer needs maybe evolving also necessitates the development of a new product with substantial innovation. Concept Ideation Rule CIR Once an opportunity is approved, managers turn to various techniques to guide new product people in exploiting it. This is called the product innovation charter PIC. The opportunities are carefully and thoroughly described, then analyzed to confirm that a sales potential does, indeed, exist.
Concept generation phase At the concept or project evaluation phase of the new products process, new products concepts are evaluated on technical, marketing, and financial criteria. They are ranked and it is here that requests for project proposals are made. In the new products process, after evaluating an idea, various views on the idea are combined together in what is often called the full screen.
Project evaluation involves preparing a statement of what is wanted from the new product. This is known as the product protocol. Protocol here means a kind of agreement, and it is important that there be agreement between the various groups before extensive technical work gets under way. The protocol should, to the extent possible, be benefits the new item is to yield, not the features the new item is to have.
The development phase Prototypes are typically created in the development phase. The development phase is characterized by a product steam that involves industrial design and bench work goods or systems design services , prototypes, product specifications, and so on.
It culminates in a product that the developers hope is finished: The concept or project evaluation phase The development phase is the phase during which an item acquires finite form—a tangible good or a specific sequence of resources and activities that will perform an intangible service. During the development phase of the new products process, an item acquires finite form—a tangible good or a specific sequence of resources and activities that will perform an intangible service.
It is also the phase during which the marketing plan is sketched and gradually fleshed out. Business practice varies immensely, but we often find the following components.
If not, the opening has to be delayed. The concept or project evaluation phase A critical step during the launch phase of the new products process is the market test, a dress rehearsal for the launch, and managers hope any problems discovered are fixable between dress rehearsal and opening night. Given the time pressures involved, managers have come up with many new ways to do reliable market tests quickly, to complement the familiar test market, which can be inordinately time-consuming and costly.
Refer to figure 2. The concept or project evaluation phase of the new products process involves evaluating new products concepts as they begin to come in on technical, marketing, and financial criteria. Conducting an initial review Refer to figure 2.
Certain evaluation tasks are encountered in the new products process. Different kinds of questions need to be asked after different phases. For example, once concepts are generated, each is subject to an initial review: Is it any good, and is it worth refining?
Stated concept In the concept generation phase of the new products process, a stated concept refers to a form or a technology, plus a clear statement of benefit. With regard to the concept or project evaluation phase of the new product process, a prototype concept is best described as a tentative physical product or system procedure, including features and benefits.
With regard to the evolution from concept to new product, the market value and clarity are the lowest for an opportunity concept. The development phase During the development phase of the new products process, the first full test-of-fit with manufacturing can be made. This is known as the batch concept. Specifications are written stating exactly what the product is to be, including features, characteristics, and standards.
During the development phase of the new products process, the first full test-of-fit with manufacturing can be made. The digital cameras manufactured by Digicon are seen as the standard for competitors to match.
PART ONE: Overview and Opportunity Identi?cation/Selection
A firm with mindshare in a given product category is the one that the target market associates with the product category and that is seen as the standard for competitors to match such as Intel microprocessors or Hewlett-Packard laser printers. Pure good Services and goods are often arrayed on a scale of 1 pure service, 2 primarily service and partly a good, 3 primarily a good and partly service, and 4 pure good.
Examples, in order, are counseling, insurance policy, automobile, and candy bar. This might be a new cell phone made of wood or foam, or perhaps it is a plastic non-functioning prototype that looks real but lacks wires.
Spiral Development and the Role of Prototypes Identify the new products process where, through interaction with customers, designers are inspired to probe, experiment, and improvise, and as a result, may come up with a successful new-to-the-world product. Concept redefining The probe-and-learn process involves interaction with customers such that designers are inspired to probe, experiment, and improvise, and as a result, may come up with a successful new-to-the-world product.
Concept improvisation Through interaction with customers, designers are inspired to probe, experiment, and improvise, and as a result, may come up with a successful new-to-the-world product. Another term sometimes used to describe this iterative process is lickety-stick where the developing team develops prototypes from dozens of different new product ideas "lickety" , eventually settling on a prototype that customers like "stick".
Before development work can begin on new ideas, they need to be evaluated, screened, and sorted out. Depending on the idea, this may be end-user screening or technical screening, or both. The work may be extensive and difficult, or it may take no more than a few telephone calls. End-user concept tests are performed and need of the concept is confirmed.If you don't like the PIC format used in Chapter 3, develop your own.
The Sensables group knew about them--they insisted strategically on the first one the need for a low-carb product , they did testing to be sure on the second, and they appeared to focus sufficient attention on the requisite marketing activities. Phedra Follow. During the development phase of the new products process, an item acquires finite form—a tangible good or a specific sequence of resources and activities that will perform an intangible service.
Examples, in order, are counseling, insurance policy, automobile, and candy bar. Each instructor has individual preferences. Now, can you fit all that into what might be the PIC of these films? Unlike static PDF New Products Management 11th Edition solution manuals or printed answer keys, our experts show you how to solve each problem step-by-step.
Also, there was no clear evidence about other stakeholders such as vendors and distributors.
- CAMPBELL ORTHOPEDICS 13TH EDITION PDF
- BIOINFORMATICS FOR DUMMIES 2ND EDITION PDF
- UNDERSTANDING ARGUMENTS AN INTRODUCTION TO INFORMAL LOGIC 8TH EDITION PDF
- PRINCIPAL COMPONENT ANALYSIS BOOK
- THE REAL BOOK OF REAL ESTATE AUDIOBOOK
- LADY CHATTERLEY EBOOK
- CAMINOS NEU A1 EBOOK
- MARKETING MANAGEMENT EBOOK
- JOHN GRISHAM EPUB EBOOK
- THE GENERALS SON BOOK
- COMPUTER MUSIC JOURNAL PDF
- CURRENT AFFAIRS FOR IBPS CLERK 2014 PDF
- WHITE TIGER ARAVIND ADIGA EBOOK
- TEORIAS DA PERSONALIDADE SCHULTZ PDF
- BIM DEMYSTIFIED EBOOK