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In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 4, "Portfolio Management Methods: Seeking the Right Balance of Projects," is the second of three chapters that examine the methods that leading corporations employ to manage their new product project portfolios and allocate their R&D resources. Chapter 4 looks at approaches used to achieve a balanced portfolio; the authors pay special attention to the use of bubble diagrams as a tool in evaluating balance.

In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 1, "The Quest for the Right Portfolio Management Process," introduces major themes in product portfolio management, including the integration of new products with established ones. Key terms are introduced and defined.

In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 2, "Three Decades of R&D Portfolio Methods: What Progress?," probes the literature on portfolio management, identifies the main generic types of portfolio management tools proposed in the literature, and defines the requirements for an ideal portfolio management approach. The chapter ends with a look at the three goals in portfolio management.

In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 3, "Portfolio Management Methods: Maximizing the Value of the Portfolio," is the first of three chapters that examine the methods that leading corporations employ to manage their new product project portfolios and allocate their R&D resources. Chapter 3 looks at approaches used to maximize the value of a portfolio.

In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 5, "Portfolio Management Methods: A Strong Link to Strategy," Used and Performance Results Achieved," is the third of three chapters that examine the methods that leading corporations employ to manage their new product portfolios and allocate their R&D resources. Chapter 5 looks at approaches used to develop a strong link to strategy; topics include: product and technology roadmaps; strategic buckets-a powerful top-down approach; an analysis of bottom-up approaches; and a top-down/bottom-up approach. The authors conclude with a brief discussion on "how much should we spend?"

In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 6, "Portfolio Management Methods Used and Performance Results Achieved," lowers the microscope on portfolio performance. The authors reveal the performance results achieved by each portfolio management method and how users rate the various methods.

In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 7, "Challenges and Unresolved Issues," examines the pitfalls, hurdles, and concerns that managers are addressing as they attempt to implement portfolio management.

In the Second Edition of Portfolio Management for New Products, published by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. In Chapter 8, "Data Integrity: Obtaining Reliable Information," the authors propose methods for improving estimates for such things as market and revenue forecasts, pricing, costing, and probabilities of success.

In the Second Edition of Portfolio Management for New Products, published by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 9, "Making Strategic Allocations of Resources: Deployment," is the first of two chapters that present in detail the authors' model Portfolio Management Process. Among the topics: resource allocation across units; estimating resource requirements; and tools for dealing with uncertainty, including sensitivity analysis and Monte Carlo simulation.

In the Second Edition of Portfolio Management for New Products, published by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 10, "Making Strategic Allocations of Resources: Deployment," is the second of two chapters that present in detail the authors' model Portfolio Management Process. The authors consider three drivers: strategy, gating, and portfolio reviews. They also present two alternative approaches to the process, and conclude by explaining an integrated decision system.

In the Second Edition of Portfolio Management for New Products, published by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. The last chapter of the book, Chapter 11, "Designing and Implementing the Portfolio Management Process," presents practical ideas for designing and implementing an effective Portfolio Management Process.

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 1, "Winning Is Everything," presents the book's major themes. The author demonstrates that launching well-targeted new products with all possible speed is the linchpin of corporate success, not just yielding new revenues but increasing the financial value of companies that achieve a reputation for innovation. The author also considers the high odds of failure with new products and initiates his perspective on beating those odds.

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. 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?