In the Third Edition of Winning at New Products, published by Basic Books and distributed by Perseus Books, Professor Robert Cooper of McMaster University demonstrates why consistent product development is vital to corporate growth and explains methods for maximizing the chances of success. Chapter 2, "New Products: Problems and Pitfalls," looks at the reasons why new products fail -- and what goes wrong with product innovation before product launch. The author's stated hope is "that we are not doomed to repeat the same mistakes year after year."
In the Third Edition of Winning at New Products, published by Basic Books and distributed by Perseus Books, Professor Robert Cooper of McMaster University demonstrates why consistent product development is vital to corporate growth and explains methods for maximizing the chances of success. In Chapter 3, "What Separates the Winners from the Losers?," the author shows that new product success is both predictable and controllable. He emphasizes the importance of marrying technological prowess to a strong market orientation; undertaking one's homework before product development begins; logically sequencing the flow of activities as projects moved from idea to launch; and encouraging interaction between people from different functional groups within each firm.
In the Third Edition of Winning at New Products, published by Basic Books and distributed by Perseus Books, Professor Robert Cooper of McMaster University demonstrates why consistent product development is vital to corporate growth and explains methods for maximizing the chances of success. Chapter 4, "Lessons for Success: The Critical Success Factors," integrates lessons from the first three chapters into fifteen key lessons for new product success, which the author then builds into a game plan for winning at new products.
In the Third Edition of Winning at New Products, published by Basic Books and distributed by Perseus Books, Professor Robert Cooper of McMaster University demonstrates why consistent product development is vital to corporate growth and explains methods for maximizing the chances of success. Chapter 5, "The New Product Process: The Stage-Gate Game Plan," is the first of six chapters on the implementation of the author's Stage-Gate, a process for driving new products to market successfully and quickly. In this chapter, the newest version of Stage-Gate-a beginning-to-end product innovation road map-is introduced.
In the Third Edition of Winning at New Products, published by Basic Books and distributed by Perseus Books, Professor Robert Cooper of McMaster University demonstrates why consistent product development is vital to corporate growth and explains methods for maximizing the chances of success. Chapter 6, "Discovery: The Quest for Breakthrough Ideas," is the second of six chapters on the implementation of the author's Stage-Gate, a process for driving new products to market successfully and quickly. The author presents his thinking on the earliest phase of the Stage-Gate process: coming up with breakthrough new product ideas.
In the Third Edition of Winning at New Products, published by Basic Books and distributed by Perseus Books, Professor Robert Cooper of McMaster University demonstrates why consistent product development is vital to corporate growth and explains methods for maximizing the chances of success. Chapter 7, "The Early Game: From Discovery to Development," is the third of six chapters on the implementation of the author's Stage-Gate, a process for driving new products to market successfully and quickly. Having discussed the emergence of new product ideas in Chapter 6, the author here lowers the microscope on the next stages of the new-product process, where, in his view, success or failure is largely decided. Key topics include "scoping" and "building the business case."
In the Third Edition of Winning at New Products, published by Basic Books and distributed by Perseus Books, Professor Robert Cooper of McMaster University demonstrates why consistent product development is vital to corporate growth and explains methods for maximizing the chances of success. Chapter 8, "Picking the Winners: Effective Gates and Portfolio Management," is the fourth of six chapters on the implementation of the author's Stage-Gate, a process for driving new products to market successfully and quickly. The chapter deals with portfolio management and picking the winners; it focuses on the decision points in the process and considers ways to improve the odds of picking the right projects and achieving the right balance of products in a portfolio.
In the Third Edition of Winning at New Products, published by Basic Books and distributed by Perseus Books, Professor Robert Cooper of McMaster University demonstrates why consistent product development is vital to corporate growth and explains methods for maximizing the chances of success. Chapter 9, "Development, Testing, and Validation," is the fifth of six chapters on the implementation of the author's Stage-Gate, a new-product process for driving new products to market successfully and quickly. The chapter considers such topics as seeking customer input in product development, shortening development times, and testing products with customers as their development approaching completion.
In the Third Edition of Winning at New Products, published by Basic Books and distributed by Perseus Books, Professor Robert Cooper of McMaster University demonstrates why consistent product development is vital to corporate growth and explains methods for maximizing the chances of success. Chapter 10, "The Final Play-Into the Market," is the last of six chapters on the implementation of the author's Stage-Gate, a process for driving new products to market successfully and quickly. The chapter addresses topics such as defining a target market, positioning the product, and establishing a value proposition for the product.
In the Third Edition of Winning at New Products, published by Basic Books and distributed by Perseus Books, Professor Robert Cooper of McMaster University demonstrates why consistent product development is vital to corporate growth and explains methods for maximizing the chances of success. Chapter 11, "Implementing the Stage-Gate Product Process in Your Company," looks at implementation issues. The author considers the results achieved by businesses that have implemented the Stage-Gate new-product process. He also provides insights into how to design and implement Stage-Gate within your business.
In the Third Edition of Winning at New Products, published by Basic Books and distributed by Perseus Books, Professor Robert Cooper of McMaster University demonstrates why consistent product development is vital to corporate growth and explains methods for maximizing the chances of success. The book's final chapter -- Chapter 12, "A Product Innovation and Technology Strategy for Your Business" -- deals with strategy. The author look at how the tactics of new product process fit into the larger picture, addressing the following questions: In which arenas should you play the game? How should you enter each arena? How should you allocate your resources? What strategic or key initiatives should you undertake?
In June 1998, Lucent Technologies had the opportunity to win a major contract to supply a Y2K compliant network to Saudi Arabia. The Lucent facility that managed business with Saudi Arabia and manufactured products for that region was in Spain. To win the contract, Lucent would have to be able to deliver the product, a sophisticated digital switching system, within three weeks of receiving the details of each site's requirements. (The contract would require delivery to many sites.) Using the existing process, it took 23-25 weeks to deliver after receiving site details. The case describes the Lucent production process and capabilities and provides data for discussion of ways in which Lucent can meet the customer's requirements.
Focuses on the launch of a new elevator product in Germany. In 1996, global construction slumps and low differentiation among competitive offerings has led to significant price competition and margin erosion in the elevator industry. In these circumstances, KONE, one of the global players in this industry, has developed the Monospace elevator product that uses revolutionary technologies. This new product is expected to have a significant impact on the current product lines of KONE and its competitors. The firm has test marketed the product in three European country markets to varying degrees of success. The firm is now planning to launch the new product in Germany, the largest country market in Europe and vital to KONE's overall success. With little room for error and the future of the firm at stake, KONE's German subsidiary needs to develop a detailed launch plan for Monospace in Germany.
In February 2000, a managing partner of a U.K.-based private equity fund, Palamon Capital Partners, faced the decision of whether to invest in an Italian software company, TeamSystem, S.p.A. The rationale for this investment was a belief in the rapid future consolidation of the enterprise software industry in Italy, in combination with improvements in operating performance believed to arise from a stronger investor orientation after the transaction. The transaction entailed a leveraged recapitalization of the target that would significantly change its ownership, control and leverage. The task for the student is to evaluate the attractiveness of the investment, based on a strategic appraisal, a valuation of the target with its new capitalization, and an assessment of the proposed deal structure.
This simple self-assessment instrument helps individuals and teams assess their behavior on four dimensions of moral leadership: truth-telling, promise-keeping, fairness, and respect for the individual. The instrument may be used with groups from companies, with learning teams, with individuals, or as a tool for practicing managers to distribute to their team members. Summary statistics of the four measures can help leaders assess the moral foundation of their leadership and whether their traditional leadership techniques are likely to have any effect.