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"Kahn, Kenneth B"
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Innovation and New Product Planning
This practical text introduces readers to the essential business aspects of innovation and new product planning. The product planning process is discussed across two broad themes: product development and product management.
eBook
Product Planning Essentials
Concise yet comprehensive, Product Planning Essentials, Second Edition, addresses the complex, interdisciplinary nature of product development and product management. It covers strategic issues that emerge during the product life cycle, including identifying opportunities, idea generation and evaluation, technical development, commercialization, and eventual product dismissal. Instructors, students, and practitioners will appreciate the balanced managerial and how-to orientation.
Changes to the Second Edition
Addition of two chapters on design and legal considerations.
Expanded discussion of global considerations to introduce sustainable product development and Base of the Pyramid (BoP) product development.
Simplified technical discussions of planning techniques for improved comprehension.
Inclusion of product planning best practices from recent noteworthy cases and studies in the final chapter.
eBook
NPD process formality across global regions
Purpose
The paper aims to address the issue of generalizability by examining process formality across the global regions of North America, Europe and Asia. A common prescription in the new product development (NPD) discipline is to employ a formal process. Because generalizability of this prescription has not been fully investigated across global regions, the present manuscript addresses the issue of generalizability by examining process formality across the global regions of North America, Europe and Asia.
Design/methodology/approach
Recently made available to researchers, data of the Product Development and Management Association’s 2012 Comparative Performance Assessment Study (CPAS) were analyzed. The uniqueness of the 2012 CPAS data set is its global composition with sizable samples from North America, Europe and Asia. Chi-square tests and multivariate analysis of variance were applied.
Findings
Results support use of a formal process, as companies with a formal NPD process perceived higher performance than companies with no standard process. Process formality appears to differ across regions and be influenced by innovation strategy. European firms tended to not use a formal process when pursuing radical innovation, and these firms perceived higher performance. North American firms tended to not use a formal process when pursing incremental innovation, but these firms perceived lower performance.
Practical implications
Having some NPD process is generally better than not having any process at all. Process differences across regions appear to exist when pursuing radical innovation or incremental innovation.
Originality/value
This is one of few studies comparing global regions to examine generalizability of a best practice prescription, namely, the extent to which a formal process should be implemented.
Journal Article
Logistics and interdepartmental integration
Suggests that while integration is a term that logistics discusses in an interorganizational context, integration within an interdepartmental integration is not as prevalent. Consequently, a common definition for \"integration\" is lacking. Literature has provided three characterizations: integration represents interaction or communication activities; integration consists of collaborative activities between departments; and integration is a composite of interdepartmental intraction and interdepartmental collaboration. Adopting the composite view, prescribes that managers and researchers consider integration to be a multidimensional process. Proposes a model is based on this perspective to suggest that different logistics situations will require varying degrees of integration via interaction and collaboration. Managerial implications are discussed for each situation.
Journal Article
New Product Forecasting
Focuses on the tools and techniques of forecasting new product development. Useful for students and professionals, this book features numerous industry cases and examples. It covers the basic foundations and processes of new product forecasting, and links forecasting to the processes of new product development and sales and operations planning.
eBook
PDMA Handbook of New Product Development (3rd Edition)
New Product Development is one of the most important challenges facing organizations today. The Product Development and Management Association (PDMA) Handbook of New Product Development 3rd Edition provides an exceptional review of cutting edge topics for both new and experienced product development leaders. It offers a comprehensive and updated guide to the practices, processes and tools critical to achieving and sustaining new product/service development success in today's world, delivering valuable information about the fundamentals as well as emerging practices such as venturing, virtual product development and the use of social media in NPD.The 3rd Edition is an essential reference for anyone with responsibility for product development activities, from novices looking for fundamentals to experts seeking insights on emerging concepts, and is relevant for all functions and all product/service industries.
eBook
DEMAND COLLABORATION: EFFECTS ON KNOWLEDGE CREATION, RELATIONSHIPS, AND SUPPLY CHAIN PERFORMANCE
While demand collaboration is crucial to supply chain performance, there is divergence over what demand collaboration really means. Currently, one perspective stresses the use of electronic communication systems for real‐time data exchange (e.g., EDI, VMI) to increase speed of response and reduce costs, thereby improving operational efficiencies. Another perspective stresses relational elements to create close, long‐term links. These links, facilitated largely through the use of non‐electronic communication channels, serve the purpose of developing complementary capabilities, sharing more information, and engaging in more joint planning. In this study, we provide a framework that considers both elements of demand collaboration individually and jointly. The relative effectiveness of the various forms of demand collaboration is assessed via the use of a controlled simulation experiment.
Journal Article
Functional, Multifunctional, and Cross-Functional: Considerations for Marketing Management
Whether intentional or not, marketing literature has not been explicit about terminology characterizing initiatives between functions within a company. As will be discussed, the intermingling of these terms poses knowledge creation and knowledge management implications for marketing management. A continuum of interfunctional initiatives, anchored on one end by functional initiatives, cross-functional initiatives on the other end, and multifunctional initiatives as a middle ground, is proposed to underlie a common lexicon for use in future marketing management research.
Journal Article