Product development strategy: Difference between revisions
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'''[[Product]] development [[strategy]]''' is a strategy based on developing new products or modifying existing ones and then offering them to the current or new [[market]]. Organizations that want to use it must be innovative and creative. However, [[introducing new products]] is associated with a high [[risk]] and a high [[price]] (M. Tajvidi, A. Karami p.1987). | |||
'''[[Product]] development [[strategy]]''' is a strategy based on developing new products or modifying existing ones and then offering them to the current or new [[market]]. Organizations that want to use it must be innovative and creative. However, introducing new products is associated with a high [[risk]] and a high [[price]] (M. Tajvidi, A. Karami p.1987). | |||
The goal of this strategy is to revitalize the existing market by improving existing products or creating new ones that the market is looking for. | The goal of this strategy is to revitalize the existing market by improving existing products or creating new ones that the market is looking for. | ||
== New product development == | ==New product development== | ||
The [[product life cycle]] has become much shorter than before thanks to advances in science and [[technology]] and rapid market changes. Enterprises must constantly innovate and conduct research into new products, choose appropriate products using new technologies, cope with customers’ requirements and threats from new competitors. | The [[product life cycle]] has become much shorter than before thanks to advances in science and [[technology]] and rapid market changes. Enterprises must constantly innovate and conduct research into new products, choose appropriate products using new technologies, cope with customers’ requirements and threats from new competitors. | ||
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# concept testing; | # concept testing; | ||
# business analysis; | # business analysis; | ||
# '''product development'''; | # '''[[product development]]'''; | ||
# [[marketing]] test; | # [[marketing]] test; | ||
# commercialization; | # commercialization; | ||
# monitoring and [[evaluation]] (P. Trott, p. 398). | # monitoring and [[evaluation]] (P. Trott, p. 398). | ||
== Environmental turbulence == | ==Environmental turbulence== | ||
Managers [[need]] guidance on how to deal with restless environments to improve business [[efficiency]]. Companies prefer a less centralized and more organic structure in dynamic and uncertain environments. | Managers [[need]] guidance on how to deal with restless environments to improve business [[efficiency]]. Companies prefer a less centralized and more organic structure in dynamic and uncertain environments. | ||
How '''environmental turbulence''' affects strategy [[planning]] for [[new product development]] (NPD)? | How '''[[environmental]] turbulence''' affects strategy [[planning]] for [[new product development]] (NPD)? | ||
The role of environmental turbulence: | The role of environmental turbulence: | ||
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First, managers must be aware of the possibilities to improve the performance of new products by including NPD personnel in corporate [[strategic planning]], as well as involving corporate planners in NPD activities. Secondly, they should also be aware that turbulent environments increase the need for risky [[investments]] (R. Calantone, R. Garcia, C. Dröge). | First, managers must be aware of the possibilities to improve the performance of new products by including NPD personnel in corporate [[strategic planning]], as well as involving corporate planners in NPD activities. Secondly, they should also be aware that turbulent environments increase the need for risky [[investments]] (R. Calantone, R. Garcia, C. Dröge). | ||
{{infobox5|list1={{i5link|a=[[Open innovation]]}} — {{i5link|a=[[Innovation strategy]]}} — {{i5link|a=[[Innovation management]]}} — {{i5link|a=[[Ansoff strategy model]]}} — {{i5link|a=[[Development and growth]]}} — {{i5link|a=[[Competitive risk]]}} — {{i5link|a=[[Value innovation]]}} — {{i5link|a=[[Crisis management]]}} — {{i5link|a=[[Business innovation]]}} }} | |||
==References== | ==References== | ||
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{{a|Katarzyna Sieczkowska}} | {{a|Katarzyna Sieczkowska}} | ||
[[Category:Innovation]] | [[Category:Innovation]] | ||
Latest revision as of 03:42, 18 November 2023
Product development strategy is a strategy based on developing new products or modifying existing ones and then offering them to the current or new market. Organizations that want to use it must be innovative and creative. However, introducing new products is associated with a high risk and a high price (M. Tajvidi, A. Karami p.1987).
The goal of this strategy is to revitalize the existing market by improving existing products or creating new ones that the market is looking for.
New product development
The product life cycle has become much shorter than before thanks to advances in science and technology and rapid market changes. Enterprises must constantly innovate and conduct research into new products, choose appropriate products using new technologies, cope with customers’ requirements and threats from new competitors.
The new product development strategy (NPD) is an important activity that helps in surviving and making continuous improvements (P. Liu, W. Chena, C. Tsai).
To launch a new product on the market should be made the following steps:
- generating ideas;
- checking ideas;
- concept testing;
- business analysis;
- product development;
- marketing test;
- commercialization;
- monitoring and evaluation (P. Trott, p. 398).
Environmental turbulence
Managers need guidance on how to deal with restless environments to improve business efficiency. Companies prefer a less centralized and more organic structure in dynamic and uncertain environments.
How environmental turbulence affects strategy planning for new product development (NPD)?
The role of environmental turbulence:
- market turbulence and technological turbulence precede the NPD program performance;
- the baseline model is moderated by turbulence.
First, managers must be aware of the possibilities to improve the performance of new products by including NPD personnel in corporate strategic planning, as well as involving corporate planners in NPD activities. Secondly, they should also be aware that turbulent environments increase the need for risky investments (R. Calantone, R. Garcia, C. Dröge).
| Product development strategy — recommended articles |
| Open innovation — Innovation strategy — Innovation management — Ansoff strategy model — Development and growth — Competitive risk — Value innovation — Crisis management — Business innovation |
References
- Calantone R., Garcia R., Dröge C. (2003), The Effects of Environmental Turbulence on New Product Development Strategy Planning, "The Journal of Product Innovation Management", Volume 20, Issue 2
- Cooper R. (2016), Product Innovation and Technology Strategy, "Research-Technology Management", Volume 43
- Liu P., Chena W., Tsai C. (2005), An empirical study on the correlation between the knowledge management method and new product development strategy on product performance in Taiwan’s industries, "Technovation", Volume 25, Issue 6
- Sachse C. (2012), Global product development strategy at electric-hydraulic market, GRIN Verlag
- Tajvidi M., Karami A. (2016), Product Development Strategy: Innovation Capacity and Entrepreneurial Firm Performance in High-Tech SMEs, Springer
- Trott P. (2005), Innovation management and new product development, Pearson Education
Author: Katarzyna Sieczkowska
