000			03766cam a2200409Ia 4500
001			ocn123131908
003			OCoLC
005			20210303085348.0
006			m d
007			cr cnu---unuuu
008			070416s2005 ne a fs 000 0 eng d
020			_a9781849503112 (electronic bk.) : _c£87.95 ; € 129.95 ; $159.95
020			_a1849503117 (electronic bk.) : _c£87.95 ; € 129.95 ; $159.95
020			_z0762311592 (hbk.)
040			_aN$T _beng _cN$T _dYDXCP _dOCLCQ _dEBLCP _dMERUC _dUBY _dZJC
050	1	4	_aHF5415.153 _b.M335 2005
072		7	_aKJMV5 _2bicssc
072		7	_aBUS043000 _2bisacsh
080			_a339.1
082	0	4	_a658.5038 _222
245	0	0	_aManaging product innovation _h[electronic resource] / _cedited by Arch G. Woodside.
260			_aAmsterdam ; _aOxford : _bElsevier JAI, _c2005.
300			_a1 online resource (xiii, 780 p.) : _bill.
490	1		_aAdvances in business marketing and purchasing, _x1069-0964 ; _vv. 13
504			_aIncludes bibliographical references.
505	0		_aOrganizing interactive product development / Fredrik von Corswant -- Co-creating successful new industrial networks and products / Magnar Forbord -- The role of personal contacts of foreign subsidiary managers in the co-ordination of industrial multinationals / Ricardo Madureira -- Life-cycle perspective in the measurement of new product development performance / Petri Suomala -- Barriers to strategic innovation in industrial markets / Koen Vandenbempt, Paul Matthyssens -- Upstream and direct influences on new product performance in European high-tech industrial firms / Arch G. Woodside, Günter Specht, Hans Mühlbacher, Clas Wahlbin.
520			_aHistorical research on firm-level innovation behavior results in the following main insight: firm-level decisions focusing on innovations are critical, difficult, and often result in failure to act. While acceptance is widespread among executives that firms must innovate radically as well as incrementally, success by firms mostly nurtures inertia and eventual failure rather than search and adoption of new superior technologies. What does it take to craft and maintain successful radical NPD programs? "Managing Product Innovation (MPI)" explains why both manufacturing and customer firms usually reject superior new technologies and how competitors new to the industry become successful (by focusing on previously unnoticed customers and offering higher performance with lower costs via the radically new technologies). "MPI" provides worthwhile answers on what specific actions executives in established and new firms can adopt to achieve successful radical NPD programs. Related to managing new NPD processes successfully and additional strategic marketing issues, the following few thoughts summarize the wisdom that Volume 13 elaborates upon: leverage interfirm relationships; pay attention to products that can be co-created by interfirm networks; think and act globally via personal contacts; stay complex and be uncomfortable with success; evaluate NPD performance using a life cycle perspective; and, identify upstream as well as direct influences on NPD performance.
588			_aDescription based on print version record.
650		0	_aNew products _xManagement.
650		7	_aProduction & quality control management. _2bicssc
650		7	_aBusiness & Economics _xMarketing _xGeneral. _2bisacsh
700	1		_aWoodside, Arch G.
776	0	8	_iPrint version: _tManaging product innovation. _dAmsterdam ; Oxford : Elsevier JAI, 2005 _z0762311592 _z9780762311590 _w(OCoLC)57282962
830		0	_aAdvances in business marketing and purchasing ; _vv. 13.
856	4	0	_uhttps://www.emerald.com/insight/publication/doi/10.1016/S1069-0964(2005)13
913			_1BMEbacklist
999			_c31775 _d31775