1. Five practices that contribute to the succes of blockbuster products Commitment of senior management “senior managers functioned as sponsors for the project and took on an active and intimate role.” Clear and stable vision “mission awareness explains around two-thirds of the subsequent project success.” Improvisation “nobody is so brilliant that they can see the end product from the beginning.” Information exchange “Many blockbuster outcomes require the use of cross-functional teams… …functions have their own specialized language, they also often have conflicting interests” Collaboration under pressure “They focus on getting an early prototype out quickly to learn how customers might respond… …they then continued to take to take out new prototypes for more continuous feedback.”

2. Concept generation ”For a radical innovation, the initial product concept is more likely to be incomplete or vague, and the concept will evolve over time as more technical and market knowledge becomes available.”

3. Project assesment and selection ”There are two levels of filtering. The first is the aggregate product plan...... The aggregate product plan attempts to integrate various potential projects to ensure the collective set of development projects will meet the goals and objectives of the firm, and help to build the capabilities needed.” ”The second lower level filters are concerned with specific product concepts. the two most common processes at this level are the development funnel and the stage-gate system”

4. Project development ”This stage includes all the activities necessary to take the chosen concept and deliver a product for comercialization” ”In many cases this problemsolving routine involves iterative design-test-build cycles”

5. Product commercialization and review ”In many cases the process of new product development blurs into the process of commercialization” ”It is not the purpose of this section to examine the relative efficacy of different marketing strategies, but rather to identify those factors which influence directly the process of new product development”

6. Product success factors ”...successfull new product and service development requires the management of a blend of product or service characteristics, such as product focus, superiority and advantage, and organizational issues, such as project resources, execution and leadership. Managing only one of these key contributions is unlikely to result in consistent success.” for flere faktorer se s. 396 - 397

7. Complex products “Complex products typically consist of a number of components, or subsystems. Depending on how open the standards are for interfaces between the various components, products may be offered as bundled systems, or as subsystems or components.” “Complex products or systems are a special case in marketing because neither the technology nor markets are well defined or understood. Therefore technology and markets co-evolve over time, as developers and potential users interact.” “because there are likely to be few direct substitutes available the market may not be able to provide any benchmarks. The choice of suppliers is likely to be limited, more an oligopolistic market ”

8. Complex users “Conventional market research techniques are of little use, and there will be a greater burden on developers to ‘educate’ potential users. Hamel and Prahalad refer to this process as expeditionary marketing. The main issue is how to learn as quickly as possible through experimentation with real products and customers, and thereby anticipate future requirements and pre-empt potential competitors.” “Where potential users have high levels of sophistication, for example in business-to-business markets such as scientific instruments, capital equipment and IT systems, lead users can help to co-develop innovations.” “conventional segmentation of markets by product attributes or user types cannot identify potentially disruptive innovations.”

9. Adoption of complex products “Perceived risk is a function of a buyer’s level of uncertainty and the seriousness of the consequences of the decision to purchase. There are two types of risk: the performance risk, that is the extent which the purchase meets expectations; and the psychological risk associated with how other people in the organization react to the decision. ” “a production engineer may favour the reliability or performance of a piece of equipment, whereas the finance managers is likely to focus on lifecycle costs and value for money”

10. Klik for at tilføje en titel ”Not suprisingly, high innovators spend more on R&D[Research and development] to change both what they deliver to customers, and how they deliver it. in addition they have often experienced technology change... ” ”Competition is also and important factor. The highest innovating firms are more than likely to have experienced entry into their markets by a significant new competitor.” ”They are usually firms for which fewer key customer segments account for a higher proportion of their total revenue.”

11. SULT ”Although individual practices can make a significant contribution to performance, it is clear that it is the coherent combination of practices and their interaction that creates superior performance in specific contexts”

12. Nogle bud?