Influence of marketing in New Product Development

Journal of Product Innovation Management, 2008

In this study, a content analysis was performed on 815 articles focused on new product development (NPD) published in 10 selected leading marketing, management, NPD, and research and development (R&D) journals from 1989 to 2004. Journals selected were a combination of leading journals in the discipline and publications that included NPD articles. NPD articles were classified by a series of key attributes including methodology employed, domains of knowledge utilized, and broad topics explored. The resulting data were then studied to discern trends over time or common characteristics within domains, methodologies, or journals. The study of NPD has grown since the Journal of Product Innovation Management (JPIM) was launched in 1984. This study shows strong growth in the number of articles on NPD in each category of journal selected. The research in the articles has changed: The early focus on a few selected success factors or a staged development process has evolved and broadened over the 16-year period. More variables and more sophisticated models are being studied in NPD articles. The study found a continuing evolution in research topics and increased sophistication in quantitative techniques over the 16-year period. Overall this review of the NPD literature uncovers encouraging signs of a maturing discipline. However, there are concerns about continuing issues in methodology, insufficient study of service innovation, and continued focus on process characteristics instead of other antecedents of NPD success. The service sector seems to be understudied, even as the reality of a service economy is generally acknowledged. The call in a recent metaanalysis to focus more on market and product characteristics and less on process characteristics has not yet been heeded, even by marketing researchers.

The Entrepreneurial Rise in Southeast Asia, 2015

Current literature indicates a high rate of New Product Development (NDP) failure. Many believe that the main reason behind such failures is the way the NPD process is managed. This includes a lack of clear project definition, too much focus on internal processes and procedures ignoring customer needs and requirements, lack of communication and knowledge transfer among various people within the organization, etc. The current study provides an analytical tool in the form of a two dimensional matrix that maps various stages of the NPD process to the existing innovation strategies. This analytical tool can then be used by business analysts to assess the degree of innovativeness of various activities involved in NPD process, as a basis for enhancing the effectiveness of the overall product development initiatives.

The marketing concept states that firms who first determine and then satisfy customer needs should realize superior performance. Market orientation (MO) operationalizes the marketing concept and is the organization-wide generation of market intelligence, dissemination of the intelligence across departments, and organization-wide responsiveness to it (Kohli and Jaworski, 1990). Market oriented firms should enjoy successful new product programs (Slater and Narver, 1994). However, empirical findings are mixed. This research conceptualizes MO at the departmental level, specifically within cross-functional new product teams. Findings here suggest inter- functional market orientation (IFMO), between marketing and technology groups, is directly related to new product program success.

Although the integration of marketing with R&D is widely recognized as a critical factor for a new product's success, this study shows that not all companies benefit equally from more integration. Using data from the worldwide pharmaceutical industry, the authors show that integration is particularly effective in conjunction with high levels of new product development resources. In addition, the effect of the interaction between integration and new product development resources is stronger for companies with a narrow strategic scope. So, although broadly focused companies often have an advantage with respect to innovation because they can more easily leverage resources to different markets, our results indicate that narrowly focused companies can compensate for this by developing and integrating their marketing–R&D interface. © 2008 Elsevier B.V. All rights reserved.

Marketing, 2018

A product which can be a physical object or a service should be functional and emotional to satisfy the customer's need, and to offer value, be delivered as the way customer demanded. Also, it has to include other specific elements like providing customer services. New product is the result of a creative and unique idea that is able to make consumers satisfied. In the process of new product development, it should not be thought that the change will only be on product physically but also on every aspect of the product. The difference between ideas increases production of different goods. The different kind of goods can positively affect the customers' opinion about a business. When a new business starts to produce a product which satisfies customer's need, then the demand of competitor's product which was already in the market may be decreased. Establishment of new product development (NPD) departments and their direct influence in the production process is crucial for businesses. They can determine demand and needs of consumers by applying different theories. These theories can be classified as (i) product-service systems, (ii) the Kano model, (iii) conjoint analysis, (iv) the product value matrix and (v) quality function deployment.

2011

Despite the acknowledgement of functional integration as an important driver of new product development (NPD) success and the growing recognition of the significance of industrial design (ID), the integration between industrial design and other functional units in NPD has been rarely researched. In this article, we examine the marketing and ID integration in NPD in the context of China. Mainly based on Cooper's (1994) stage-gate phases of NPD process and Gupta, Raj, and Wilemon's (1985) categorization of NPD activities, we develop a conceptual framework that identifies 29 areas that might require integration or where integration might occur between marketing and ID. Specifically, we investigate and compare the current and the ideal integration between marketing and ID perceived by the two functions. An analysis of data from 113 companies reveals that the current level of integration fell short of the ideal level of integration in all the phases of NPD. Both managers believed in the descending trend of integration along the stage-gate NPD phases and were dissatisfied with the current level of integration in all the NPD phases. Except for a few areas of agreement, marketing and ID managers showed significant differences with each other in their perceptions of the current and the ideal integration in most of the 29 areas. Despite the disagreements however, the two functions agreed with each other on the most important areas that require integration and achieved the highest level of marketing-ID integration. These findings suggest that firms should improve the marketing-ID integration in all the NPD phases and that management could improve the effectiveness of marketing-ID integration by prioritizing and focusing on the most important areas. Research and managerial implications, limitations, and future research directions are presented in the paper.

Journal of Engineering and Technology Management, 2013

Effective communication and interaction between different NPD stakeholders is consistently regarded as one of the most important success factors of NPD (Brown and Eisenhardt, 1995; Ernst, 2002; Knudsen, 2007). NPD is an inherently multi-functional and multi-stakeholder activity. It is widely acknowledged that this multidisciplinary nature makes interaction in NPD difficult to manage (e.g.

New product development is a critical management issue particularly in technology driven firms. In this paper the influences of strategic orientation, marketing strategy, and market research activities and the moderating role of environmental factors on new product development were investigated. The results shows that both strategic orientation and marketing strategy directly influence new product development process, while the market research activities show no significant relationship on new product development. Also, the environmental factors did not appear to moderate the relationship between strategic orientation, marketing strategy, market research activities on new product development in Kota Kinabalu manufacturing industry. The main implication of this finding is that the probability of success of new product development process will be high through effective strategic orientation implementation and aggressive marketing strategy implementation.

IEEE Transactions on Engineering Management, 2021

Research on new product development (NPD) has grown considerably over the last 30 years interweaving with serval fields of study such as strategy, marketing, supply chain management, and project management. This study offers an overview of the development of the NPD management literature published over the last ten years (2008 to 2018) in 1,226 peer-reviewed articles. By applying bibliometric analysis, we have discovered the existence of five research clusters focused on the following main thematic areas: the NPD process, the integration of diverse knowledge sources for NPD optimization, the relationship between NPD and corporate strategy, the role of users and consumers in the NPD process, the supplier involvement in the NPD activities. In respect of each area, we selected and reviewed the most relevant contributions and presented the emerging theoretical approaches and best practices. Also, the analysis has helped us to uncover the existence of promising research areas that have been scarcely explored. As a result, we formulated some suggestions for further research to fill in the existing gaps. This paper sheds light on the latest developments in the NPD literature. We provide managers and professionals with a selection of the leading research trends, issues, and approaches proposed by scholars and practitioners in the last ten years. For each of the five identified thematic areas, we provide a guide to understanding and interpreting the emerging best practices with a focus on the importance of the cross-functional knowledge integration, the role of market orientation, the relevance of the intertwining between NPD and the company's strategy, and finally the pivotal role of suppliers in creating a superior NPD process' performance. Also, we propose a research agenda for NPD future research composed of a series of wide-spanning research questions. We hope that this agenda can help not only researchers to unpack the proposed questions in specific pieces of research but also practitioners to reflect on the emerging research themes and translate them in new managerial practices. Research on new product development (NPD) has grown exponentially over the last 30 years, making this topic an autonomous and established field of research, ranging from management to engineering [1]-[3]. Over the years, NPD research and practice have changed a great deal, as the various surveys on NPD best practices, which the Product Development & Management Association (PDMA) sponsored showed [4]-[7]. During the last ten years, NPD research has been intertwined with other research areas, such as Strategy and Strategic Management, Marketing, Consumer Behavior, Organizational Studies, and Supply Chain Management. Studies dealing with alliances [8], [9], competition [10], and dynamic capabilities recognized the NPD process as a critical element in defining companies' strategic positioning. On the other hand, marketing studies highlighted the importance of users' involvement in the NPD process's various stages , focusing on how users can increase new products' performance and time to market , and how brand communities can provide new ideas for NPD processes . As a result, while the interest in NPD related studies has increased over time, the NPD literature has dramatically evolved into a multidisciplinary direction by integrating diverse sources of practitioners' insights and academic studies. From 2000 onward, several literature reviews have shown the increasing importance of the interconnection between engineering and management for the NDP research and highlighted that NPD should be considered as a vital element of the company strategy [1]-[3]. Furthermore, many emerging engineering issues, such as the increasing need for flexibility and the constant pressure for NPD's cost reduction, are heavily impacting on the strategic, marketing, and operational choices made by managers. As a result, on the one hand, an increasing number of management scholars consider today NPD a key element in their studies; on the other hand, engineering management journals are increasingly paying attention to NPD managerial issues . Based on these considerations, along with the absence of a recently available literature review of the field [1]-[3], the present study focuses on the latest developments of the NPD research carried out in the field of business and management from 2008 to 2018. Our analysis identified five areas of NPD literature research: the NPD process and its best practices, the integration of different sources of knowledge and information for NPD optimization, the relationship between NPD and corporate strategy, the role of users in the NPD process, the supplier involvement in the NPD activities. The study is structured as follows: in the next section, we describe the methodology, after which we present the bibliometric analysis's results, the VOS analysis, and the literature review of the five research areas. Section five proposes an agenda for future NPD research, while section six concludes the paper and describes its limitations. Our literature review is based on a bibliometric analysis of the bibliometric activity indicators and the visualization of similarities (VOS) . This method has been widely used across multiple study fields, demonstrating its effectiveness in synthesizing and representing high volumes of bibliographic data [15], [18], . We developed a five-step process to explore NPD scientific production and present the results. As a first step, in early January 2019, we started a review of NPD papers in order to have an updated overview of the topic and create a list of the key terms used in this area of study. After several iterations with additional keywords and in line with the suggestions coming from previous literature reviews in the field [1]-[3], we identified the two following terms that permitted us to retrieve all the relevant material for the present study: "new product development" and "npd". After that, we searched the two terms in the Web of Science Core Collection database , by applying the operator "TS" which searches for titles, abstracts, and keywords, as follows: "TS=("new product development") OR TS= (npd)." Furthermore, following previous literature reviews [1]-[3] and best practices , we limited the search documents published in English and to the "articles" category in order to include only high-quality material that had undergone a double-blind peer-review process. In line with the purpose of our study, we only considered articles between 2008 and 2018 in the Web Of Science's categories of "business" and "management." The query produced 1,315 documents. A cross-validation of the results made by using Scopus and EBSCO databases did not show any significant discrepancy with the Web Of Science's data. Next, we started the core phase of our bibliometric study by using VOS viewer 1.6.10, where we carried out a VOS analysis based on the bibliographic coupling aggregation mechanism . Bibliographic coupling occurs when two papers cite the same third paper in their references. We decided to use bibliographic coupling due to its ability to identify the development of a given field's intellectual structure by highlighting the main theoretical approaches and the relationships between them . The graphical output of the VOS analysis emerges from a routine that builds a similarity matrix by normalizing a co-occurrences matrix of items; in this case, the shared cited references . The script performs a set of routines to build a two-dimensional map in which the items are positioned to represent their similarity in terms of cited references. In the map that the VOS algorithm builds, items are close to one another if they share more references, which means they belong to the same Journal NP TC TCN