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Success of new products is vital for increasing customers’ choice of products as well as their standards of living. It is important for the sustainability and growth of firms. New products serve to launch the company into new markets or technologies or add better need satisfaction and better benefit delivery to consumers. The success of new products is only 60% to 70% in most types of products. There is an urgent need to save the Billions of money lost every year due to new product failure, and to prevent the distress and trauma caused to the executives concerned, companies and the brands. Therefore, the drivers of new product success need to be investigated and examined so that they can be adopted and employed by companies developing and launching new products, so that success of new products is ensured. This study identifies the variables that affect success of new products, and also the extent to which each of these variables influences new product success. It compares the responses of managers and consumers of each of the two companies, as well as the responses of managers and consumers of one company with those of the other.
Journal of Product Innovation Management, 1987
Business Systems Research Journal
Background: The unique, yet complex, new product development (NPD) process represents one of firms’ most significant operations that impose high weightage onto its profitability margins and market reputation. Objectives: The object of the research is to identify critical success factors (CSFs) of a new product development in Dubai firms. Methods/Approach: The paper uses literature as a basis for identifying critical success factors for a new product development, which is supported by a semi-structured interview of senior management-level executives in Dubai. Results: To pinpoint a set of the most influential CSFs, 12 factors for the NPD process are highlighted, based on their reoccurrence patterns in the literature and semi-structured interviews. Impact levels of 12 CSFs on the NPD process are expressed through a presentation from the highest to the lowest recurrent factor. Conclusions: Each CSF’s role in driving the NPD process to success has also been justified using real-time evi...
Objective-New product performance is very important for the survival of any company. This research uses the Grounded Theory Method (GTM) to determine the factors that are relevant to the success and failure of new products. The study focuses specifically on new products in the Training Division of XYZ management. Methodology/Technique-The data for this study was collected using the interview method with the total of 5 respondents, researcher's involvement per se and FGDs. Findings-The coding process resulted in the creation of 4 groups comprised of the 3 main questions containing 20 factors relevant to new product failure. These factors were previously confirmed by a survey conducted among 26 NPD practitioners from various industries. This research identifies that the steps involved in the development of new products have not been optimally conducted in accordance with the new product development guidelines. The results of this study explain the role of telemarketers and sales managers which can change and affect the performance of a new product. Novelty-The involvement of the researcher as a telemarketer highlights the importance of the role and need of a reliable technological system to support the performance of new products. The findings of this research provide a greater understanding of the factors that contribute to product failure, namely a lack of a specific strategy for new products, less aggressive sales techniques and the shifting role of telemarketers and sales managers. Type of Paper: Empirical. JEL Classification: M1; M11.
Journal of Product Innovation Management, 2006
Does product innovativeness affect new product success? The current research proposes that the ambiguity in findings may be due to an overly holistic conceptualization of product innovativeness that has erroneously included the concepts of product advantage and customer familiarity. This article illustrates how the same measures have often been used to assess product advantage with product innovativeness and product innovativeness with customer familiarity. These paired overlaps in measurement use are clarified in this research, which decomposes dimensions of product innovativeness along conceptual lines into distinct product innovativeness, product advantage, and customer familiarity constructs. To further support this decomposition, structural equation modeling is used to empirically test the distinctions. The measurement model supports the conceptual separation, and the path model reveals contingent effects of product innovativeness. Although product innovativeness enhances product advantage, a high level of innovativeness reduces customer familiarity, indicating that product innovativeness can be detrimental to new product success if customers are not sufficiently familiar with the nature of the new product and if innovativeness fails to improve product advantage. This exercise in metric development also reveals that after controlling for product advantage and customer familiarity, product innovativeness has no direct effect on new product profitability. This finding has strong implications for firms that mistakenly pursue innovation for its own sake. Consideration of both distribution and technical synergy as driving antecedents demonstrates how firms can still enhance new product success even if an inappropriate level of innovativeness is present. This leads to a simple but powerful two-step approach to bringing highly innovative products to market. First, firms should only emphasize product innovativeness when it relates to the market relevant concepts of product advantage and customer familiarity. Second, existing technical and distribution abilities can be used to enhance product quality and customer understanding. Distribution channels in particular should be exploited to counter customer uncertainty toward newly introduced products.
Journal of Marketing Research, 1997
The authors present a model that suggests that integration between marketing and research and development (R&D), managerial controls, and relational norms influences new product success. The model is tested with a sample of 115 engineers and marketing personnel involved in 19 new product projects for a multinational computer manufacturer. The results indicate that managerial controls influence integration, relational norms, and perceived effectiveness. Integration between marketing and R&D fosters stronger relational norms, perceived effectiveness, and new product success. Relational norms enhance perceptions of effectiveness, yet they have a negative influence on new product success. The authors conclude with a discussion of the implications of these findings for best practice in new product research and application. Our purpose is to examine organizational processes that contribute to the success of new products. With 25% of corporations' sales coming from products introduced in the past three years (Mahajan and Wind 1991), it is critical to understand factors that increase the likelihood for new product success. We focus on the relationship between marketing and research and development (R&D) in new product development (NPD). The degree to which persons from these areas interact in the new product development process is referred to as integration (Galbraith 1973; Moenaert and Souder 1990). To varying degrees, R&D and marketing interact to generate ideas, establish product schedules, assess customer requirements, and evaluate competitive actions. We investigate the influence of integration on new product success while controlling for managerial actions and relational norms that influence performance. Our investigation of new product success has three objectives. The first objective is to assess whether integration en
This study adopts a meta-analytic approach to review the performance effects of the market predictors of new product performance and their structural relationships. Based on empirical findings from the relevant studies published before 2011, this study has a number of interesting findings. First, market orientation, competitor orientation, product advantage and launch proficiency are the dominant drivers of new product performance. Second, market orientation, marketing synergy, product advantage and competitive intensity have significant effects on new product performance. Third, product advantage serves as an important intermediary between the market predictors and new product performance. Fourth, product innovativeness per se does not affect new product performance. Finally, launch proficiency translates the effect of market orientation into new product performance. These findings not only identify the dominant market drivers of new product performance, but also profile the routes leading to better new product performance. Some important implications for market research and practice are also provided.
The literature on the front end in the New Product Development (NPD) literature is fragmented with respect to the identification and analysis of the factors that are critical to successful product development. The article has a twofold purpose. First, it describes, analyses, and synthesizes those factors through a literature review of the research on the front end in NPD. Second, it conceptualizes a framework that features two types of success factors: foundational success factors (common to all the firm's projects) and project-specific success factors (appropriate for the firm's individual projects). The article makes recommendations for the management of this important phase of product development, discusses limitations of relevant previous research, and offers suggestions for future research. The article makes a theoretical contribution with its analysis and synthesis of the reasons for success in front-end activities and a practical contribution with its conceptual framework that can be used as an analytical tool by firms and their product managers.
Journal of Product Innovation Management, 2012
Assessing factors that predict new product success (NPS) holds critical importance for companies, as research shows that despite considerable new product investment, success rates are generally below 25%. Over the decades, metaanalytical attempts have been made to summarize empirical findings on NPS factors. However, market environment changes such as increased global competition, as well as methodological advancements in meta-analytical research, present a timely opportunity to augment their results. Hence, a key objective of this research is to provide an updated and extended meta-analytic investigation of the factors affecting NPS. Using Henard and Szymanski's meta-analysis as the most comprehensive recent summary of empirical findings, this study updates their findings by analyzing articles published from 1999 through 2011, the period following the original meta-analysis. Based on 233 empirical studies (from 204 manuscripts) on NPS, with a total 2618 effect sizes, this study also takes advantage of more recent methodological developments by recalculating effects of the meta-analysis employing a random effects model. The study's scope broadens by including overlooked but important additional variables, notably "country culture," and discusses substantive differences between the updated meta-analysis and its predecessor. Results reveal generally weaker effect sizes than those reported by Henard and Szymanski in 2001, and provide evolutionary evidence of decreased effects of common success factors over time. Moreover, culture emerges as an important moderating factor, weakening effect sizes for individualistic countries and strengthening effects for riskaverse countries, highlighting the importance of further investigating culture's role in product innovation studies, and of tracking changes of success factors of product innovations. Finally, a sharp increase since 1999 in studies investigating product and process characteristics identifies a significant shift in research interest in new product development success factors. The finding that the importance of success factors generally declines over time calls for new theoretical approaches to better capture the nature of new product development (NPD) success factors. One might speculate that the potential to create competitive advantages through an understanding of NPD success factors is reduced as knowledge of these factors becomes more widespread among managers. Results also imply that managers attempting to improve success rates of NPDs need to consider national culture as this factor exhibits a strong moderating effect: Working in varied cultural contexts will result in differing antecedents of successful new product ventures.
Industrial Marketing Management, 2019
Purpose: The purpose of this paper is to propose a framework of critical success factors, metrics, and tools and techniques for implementing metrics for each stage of the new product development (NPD) process.
International Journal of Academic Research in Business and Social Sciences, 2017
In our modern age that is having a quite fast and dizzy economic and social alteration and progress, witnessing a new technological product each and every day, and in which the expectations of consumers are getting higher and higher; enterprises have to be successful and sometimes manage to survive. Shortening life span of a product and the fact that consumers ask for a higher quality and a richer variety than past times maket he job of enterprises more difficult.Therefore, in order to be a successful business enterprise which is keeping its place in business world, it has been an obligation to put forward the products that have the expected qualifications by the consumers into the market on the right time without having a lack of quality.
IEEE Transactions on Engineering Management, 1997
Journal of Marketing Management, 1995
The literature on new product development is growing but Malaysia manufacturing industry often lacks these discussions. Therefore, this paper focuses on linking the determinants of an effective product development process and new product performance within manufacturing companies across industries in Malaysia that have certain level of new product development activities taking in their organization. Further, the paper organises the burgeoning new product development literature into four main determinants: customer orientation, cross-functional team, new product development team proficiency and management support. The selection of determinants to the theoretical framework is adjusting for manufacturing industry origins in previous written research material. The literature review focuses on the product development process and builds the framework of conceptual model detailing the initialization and implementation stage in the product development process. Two theoretical perspectives have guided the conceptual framework which is the resource-based view and organizational theories. The proposal is to give an increased understanding of the changed new product process in Malaysian industry and its implication on activities concerning organisation and management of the new product development process. This framework reflects a growing interest in extending new product development paradigms to emerging in ASEAN countries, thus contributing to a wider body of knowledge.
International Journal of Economics and Finance, 2015
The continuous globalization and new product launch can represent essential drivers for the company performance. For many years has been conducted conceptual and empirical research in order to identity the success factors for new product launch. Therefore, the purpose of this paper is to identify and analyze the critical success factors for launching a new product using a marketing approach. The contribution to the science of this article is to create an understanding framework related to the factors that have an impact on the success of a new product launch; it could help companies in planning the new products launch. This paper followed a case-study methodology-the iPhone launch case. After iPhone was successfully launched, millions of iPhones was sold, turned it in one of the most popular mobile phone ever launched. Considering that Apple is now the leader on smartphone market, overtaking Samsung in the fourth quarter of 2014, the purpose of this case study is to explain how a company as Apple can enter in a saturated market, have success, and after eight years became the leader market. In order to involve all crucial drivers of product success, we attempted to summarize the findings considering three essential levels-consumers, company, and environmental. Regarding the case study conclusion it can be said that iPhone changed the way that consumers interact with the mobile phones; it built a connection with the consumer and influenced their behavior regarding the information access and digital lifestyle.
Journal of Product Innovation Management, 2000
Many articles have investigated new product development success and failure. However, most of them have used the vantage point of characteristics of the product and development process in this research. In this article we extend this extensive stream of research, looking at factors affecting success; however, we look at the product in the context of the launch support program. We empirically answer the question of whether successful launch decisions differ for consumer and industrial products and identify how they differ. From data collected on over 1,000 product introductions, we first contrast consumer product launches with industrial product launches to identify key differences and similarities in launch decisions between market types. For consumer products, strategic launch decisions appear more defensive in nature, as they focus on defending current market positions. Industrial product strategic launch decisions seem more offensive, using technology and innovation to push the firm to operate outside their current realm of operations and move into new markets. The tactical marketing mix launch decisions (product, place, promotion and price) also differ markedly across the products launched for the two market types. Successful products were contrasted with failed products to identify those launch decisions that discriminate between both outcomes. Here the differences are more of degree rather than principle. Some launch decisions were associated with success for consumer and industrial products alike. Launch successes are more likely to be broader assortments of more innovative product improvements that are advertised with print advertising, independent of market. Other launch decisions uniquely related to success per product type, especially at the marketing mix level (pricing, distribution, and promotion in particular). The launch decisions most frequently made by firms are not well aligned with factors associated with higher success. Additionally, comparing the decisions associated with success to the recommendations for launches from the normative literature suggests that a number of conventional heuristics about how to launch products of each type will actually lead to failure rather than success.
Journal of Marketing and Consumer Behaviour in Emerging Markets
Theoretical and empirical research reveals that despite implementing new product development and management best practices, many projects fail with new product strategies. But what if failure rates as high as 90% are true? This would mean that high costs of product innovation are incurred by many stakeholders who create a specifi c network of relationships, not just enterprises. The widespread belief that the new product failure rate is 90% is not supported by empirical evidence. The aim of the paper is to present the real market eff ects of new products, success and failure rates, from the point of view of food and non-food companies representing various industries. The research measures in the fi eld of marketing and sales eff ects of new products are also proposed. The method used in this paper is a literature review in the area of new product development and management. The author assumes that the review and conceptual nature of this research is dominant. Practical and social im...
Journal of Product Innovation Management, 1999
Although previous research has investigated the concept and contents of new product performance, there is still no consensus about the managerial decisions that constitute a launch strategy and how such decisions impact new product performance. The research objective for the present investigation is to assess the impact of launch strategy and market characteristics on new product performance and to test the stability of this impact across consumer and industrial products. Data were collected on 272 consumer and industrial new products in The Netherlands through a mail questionnaire approach. We based our definition of a launch strategy on an extensive literature review and interviews with managers. Our conceptualization of new product performance represented two dimensions, namely, market acceptance and product performance. The market acceptance dimension reflects the new product's market position and sales levels. The product performance dimension refers to the quality and technical performance level of the new product. This richer specification of the dependent variable provides a better view on which launch decisions impact which dimensions of new product performance. The impact of launch strategy was higher for market acceptance than for product performance, overall and for both consumer and industrial subsamples separately. In line with results from recent studies, overall, market acceptance is influenced by the product's innovativeness, timing of market entry, breadth of assortment, branding, pricing, the objective of increasing market penetration, and competitor reactions. Product performance is influenced by the product's innovativeness, breadth of assortment, and by the objective of using an existing market. Analyzing the consumer and industrial products separately showed that the general picture of launch decisions and their impact on the dependent variables was comparable across the total sample and both subsamples, indicating that heterogeneous samples in new product launch research may not cause major interpretation problems. Second, the analyses revealed that some launch decisions are more important in attaining new product success for consumer products than for industrial products, and vice versa. While these decisions do not lead to contradicting results in the samples, they show that some decisions may be especially relevant for only consumer or industrial products. We discuss research and managerial implications of the results.
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