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Managing product innovation /
Historical research on firm-level innovation behavior results in the following main insight: firm-level decisions focusing on innovations are critical, difficult, and often result in failure to act. While acceptance is widespread among executives that firms must innovate radically as well as increme...
| Clasificación: | Libro Electrónico |
|---|---|
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Amsterdam ; Oxford :
Elsevier JAI,
2005.
|
| Colección: | Advances in business marketing & purchasing ;
v. 13. |
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 245 | 0 | 0 | |a Managing product innovation / |c edited by Arch G. Woodside. |
| 260 | |a Amsterdam ; |a Oxford : |b Elsevier JAI, |c 2005. | ||
| 300 | |a 1 online resource (xiii, 780 pages) : |b illustrations | ||
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| 490 | 1 | |a Advances in business marketing and purchasing, |x 1069-0964 ; |v v. 13 | |
| 504 | |a Includes bibliographical references. | ||
| 520 | |a Historical research on firm-level innovation behavior results in the following main insight: firm-level decisions focusing on innovations are critical, difficult, and often result in failure to act. While acceptance is widespread among executives that firms must innovate radically as well as incrementally, success by firms mostly nurtures inertia and eventual failure rather than search and adoption of new superior technologies. What does it take to craft and maintain successful radical NPD programs? "Managing Product Innovation (MPI)" explains why both manufacturing and customer firms usually reject superior new technologies and how competitors new to the industry become successful (by focusing on previously unnoticed customers and offering higher performance with lower costs via the radically new technologies). "MPI" provides worthwhile answers on what specific actions executives in established and new firms can adopt to achieve successful radical NPD programs. Related to managing new NPD processes successfully and additional strategic marketing issues, the following few thoughts summarize the wisdom that Volume 13 elaborates upon: leverage interfirm relationships; pay attention to products that can be co-created by interfirm networks; think and act globally via personal contacts; stay complex and be uncomfortable with success; evaluate NPD performance using a life cycle perspective; and, identify upstream as well as direct influences on NPD performance | ||
| 505 | 0 | |a Organizing interactive product development / Fredrik von Corswant -- Co-creating successful new industrial networks and products / Magnar Forbord -- The role of personal contacts of foreign subsidiary managers in the co-ordination of industrial multinationals / Ricardo Madureira -- Life-cycle perspective in the measurement of new product development performance / Petri Suomala -- Barriers to strategic innovation in industrial markets / Koen Vandenbempt, Paul Matthyssens -- Upstream and direct influences on new product performance in European high-tech industrial firms / Arch G. Woodside, Günter Specht, Hans Mühlbacher, Clas Wahlbin. | |
| 588 | 0 | |a Print version record. | |
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| 650 | 7 | |a New products |x Management |2 fast | |
| 700 | 1 | |a Woodside, Arch G. | |
| 776 | 0 | 8 | |i Print version: |t Managing product innovation. |d Amsterdam ; Oxford : Elsevier JAI, 2005 |z 0762311592 |z 9780762311590 |w (OCoLC)57282962 |
| 830 | 0 | |a Advances in business marketing & purchasing ; |v v. 13. | |
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