Dissertations / Theses on the topic 'New products. Product management. Small business'

Thesis (MTech (Mechanical Engineering))--Cape Peninsula University of Technology, 2010
Many companies are currently focusing on how to stay innovative, how to innovate and how to create an innovation climate in their companies. Why is innovation vital to companies? New Product Development (NPD) can be a key factor in this regard. Companies believe that NPD is their life blood; it can be the better way to survive firmly and be more competitive. In addition, the strategy of how to manage NPD process effectively and efficiently is becoming a powerful way of achieving a competitive edge. As Small and Medium Enterprises (SMEs) play a significant role in South African economic development, it is critical for companies especially (SMEs) to seek an ideal way to manage innovation productively. However, to be innovative is not easy for any organization and it should be managed effectively. The effective management of innovation and NPD in SMEs is investigated in this study. Innovation and NPD has already become the key drivers of sustainability and competitiveness for many companies especially SMEs. Innovation and NPD as the main subjects that are carefully studied, discussed and understood in larger corporations and multinational enterprises. It would appear that the same cannot always be said when it comes to SMEs.

Thesis (Ph.D.)--University of Western Sydney, 2009.
A thesis presented to the University of Western Sydney in partial fulfilment of the requirements for the degree of Doctor of Philosophy, Centre for Industry and Innovation Studies, College of Business. Includes bibliographies.

Thesis (MTech (Mechanical Engineering))--Cape Peninsula University of Technology, 2008
Product innovation has transformed the minds of business people because of its ability to increase productivity. Other than increased productivity it also allows companies to extend the range of the available products to consumers as well as lowering the prices consumers have to pay. Product innovation if managed correctly will create wealth and reward risk-taking by means of technological development throughout organisational processes. SMEs fail to manage product innovation because they are unable to cope with pressures exerted by external factors as well as lack business management skills. This then impacts on the level of innovation that takes place in a company. A lack of innovation and sound leadership skills often leads to very little strategic vision in the company. This influences the commitment of the workforce and often causes the downfall of a company. Case study methodology was used to collect and analyze the data, which was drawn from an empirical study covering nine engineering companies which practices NPD (New Product Development). Observation, questionnaire and personal interviews were used to collect relevant data for analysis. In addition, the SPSS 14.0 was utilized in order to generate frequencies, tables, and in particular graphics, as the researcher believes that graphics are helpful and easy to make the analysis more understandable. The paper aims to investigate whether SMEEs in the Western Cape are using key NPD success factors to deal with the environmental uncertainties that disturb the management of NPD. The findings of the study indicated that the principles of key NPD success factors were found to be in place in the SMEEs in the Western Cape. All the managers who took part in the survey showed determination and commitment towards the success of their organizations. Those SMEEs proved that their existence was meant to satisfy the needs of their customers. Those managers also showed that they knew exactly what their customers needed. Employees in those organizations worked as a team and produced good quality products that satisfied their customers. Those organizations started small but grew with time as the needs of their customers continuously changed. The growth in those organizations was seen in the number of employees employed from time to time.

Small to Medium Enterprises (SMEs) face enormous financial risk when embarking on a new product launch. SMEs are less likely to implement more formal risk minimization strategies for new product development (NPD) such as StageGate, often citing reasons of resource constraints or the more prevalent notion that “this stuff doesn’t apply to us”. Two key elements of any such risk minimization strategies are an early emphasis on benchmarking competitors and a thorough study of the attitudes and behaviours of potential customers. The SME’s investment of time and resource in early acquisition of this knowledge is a critical factor for success (Cooper 2001). Armed with this information, the SME is able to adopt a Customer Focused Design (CFD) strategy, whereby the product development effort is remains focused on the external customers wants and needs through all phases. SMEs that are able to satisfy these needs more effectively enjoy an obvious competitive advantage (Matzler and Hinterhuber 1998; Lüthje 2004). SMEs are often challenged by these tasks (Freel 2000; Larsen and Lewis 2007; Owens 2007). They may be overwhelmed by the prospect of expected costs, lack of expertise, and financial pressures to rush to market. Too often the more conventional path is chosen, whereby a solution is proposed, developed and tested in the market to “see if it sticks”. Such methodologies are less effective and subject the SME to increased financial risk. International studies of SMEs attitudes and behaviour towards NPD reveal common challenges of resource limitations, skills deficiencies and organizational issues (Xueli, Soutar et al. 2002; de Jong and Vermeulen 2006; Siu, Lin et al. 2006; Murphy and Ledwith 2007; Owens 2007). New Zealand firms are no exception, and are burdened with similar challenges as their international counterparts. This study aims to propose a simple framework for small firms who wish to acquire knowledge about their target markets and potential customers with limited time and resources. The framework enables SMEs to incorporate customer focused design principles into their product definition phase, and better orient themselves to the consumer marketplace. The study makes use of a New Zealand based case study to evaluate how the framework may be employed to identify quick and inexpensive efforts that can reproduce some elements of more sophisticated CFD and benchmarking methods. The obtained results are incorporated into a product design specification and embodied into a physical prototype to further illuminate the process. In addition to the primary area of study, prospects for new adjacent product lines and new potential markets for future development are also gained from the research.

Companies are demanded to introduce new products to market in order to satisfy diverse customer needs and be competent in relation to competitors. In addition to traditional, full-scale new product development (NPD), lighter development models have recently been researched. Rapid product development (RaDe) is a new agile product development model aiming to aid companies to adjust quickly to changing customer needs. Whether new products are introduced by lengthy NPD or quick and agile RaDe, it should be ensured that development activities are aligned with company strategy and that new products enhance the overall profitability of the company. Business case analysis investigates the business value of a new product initiative. Generally, market assessment inputs estimations of market potential and attractiveness into the business case analysis and thus functions as the basis for anticipated sales volumes and sales prices. Expected revenues are compared with life cycle cost predictions in order to conduct financial analysis presenting the attractiveness of the new product initiative in chosen financial metrics. However, there is a lack of business case analysis methodology on product portfolio level, and this study seeks to address this research gap. This research is an explorative and qualitative case study using constructive approach. The results of this study include a concept for calculating financial metrics for new sales item so that product portfolio level changes in sales are taken into account. The developed concept seeks to be eligible for NPD- and RaDe-contexts alike. The essence of the concept is comparison of the anticipated net cash flows for the sales items that are affected by the new item’s introduction in two scenarios. In first scenario, it is assumed that the new item is not introduced at all and the anticipated net cash flows are calculated based on that assumption over the new item’s life cycle. The second scenario calculates the net cash flows for the affected items taking into account the likely impact the new item has on the sales of those items. The differences of net cash flows between these two scenarios are taken into account as a cash outflow or inflow for corresponding time period when calculating net cash flow based financial metrics for the new sales item. In addition, this study introduces a proposition of a concept for product portfolio level sales planning and follow-up. In this concept, the sales plan consists of the planned sales volumes and the planned sales prices for individual sales items. Both target setting and follow-up of actual execution should be implemented on the level of volume and price so that the unit of planning is revenue (volume * price). Targeted and actual sales figures for individual sales items are further rolled up to upper commercial product portfolio levels. This enables analysis and comparison of targeted and actual sales performance on each product portfolio level
Yritykset joutuvat esittelemään uusia tuotteita markkinoille tyydyttääkseen moninaiset asiakastarpeet ja pitääkseen itsensä kilpailukykyisenä suhteessa kilpailijoihin. Perinteisen, täyden mittakaavan tuotekehityksen (New Product Development — NPD) lisäksi hiljattain on tutkittu kevyempiä ja nopeampia tuotekehitysmalleja. Nopea tuotekehitys (Rapid Product Development — RaDe) on yksi tällaisista ketteristä tuotekehitysmalleista. Se pyrkii auttamaan yrityksiä vastaamaan uusiin asiakasvaatimuksiin nopeasti. Riippumatta siitä, kehitetäänkö uusi tuote täysimittaisella tuotekehityksellä vaiko nopealla tuotekehityksellä, tärkeää on varmistaa että kehitettävä tuote on yrityksen strategian mukainen ja todennäköisesti parantaa yrityksen kokonaistuottavuutta. Business case analyysi arvioi uuden tuoteidean liiketoiminnallista arvoa. Markkina-analyysi tuottaa yleisen markkinapotentiaaliarvion business case analyysiin ja toimii näin pohjana odotetuille myyntivolyymeille ja -hinnoille. Uuden tuotteen arvioitua liikevaihto verrataan tuotteen oletettuihin elinkaarikustannuksiin, ja tämän pohjalta koostetaan taloudellinen analyysi, joka havainnollistaa uuden tuoteidean attraktiivisuutta valituin taloudellisin tunnusluvuin. Tuoteportfolio tason business case metodologiaa ei kuitenkaan ole saatavilla, ja tämä tutkimus pyrkii täydentämään tätä puutetta. Tämä diplomityö on eksploratiivinen ja kvalitatiivinen case-tutkimus, jossa on konstruktiivinen ote. Tutkimustulokset sisältävät konseptin taloudellisten tunnuslukujen laskemiselle uudelle tuotenimikkeelle siten, että portfoliotason muutokset myynnissä otetaan huomioon. Kehitetty konsepti pyrkii olemaan hyödynnettävissä niin NPD- kuin RaDe-kontekstissa. Konseptin ydin on uuden myyntinimikkeen vaikutuksenalaisena olevien nimikkeiden nettokassavirtojen vertailu kahden skenaarion välillä. Ensimmäisessä skenaariossa vaikutuksenalaisille nimikkeille lasketaan nettokassavirrat uuden nimikkeen elinkaaren yli oletuksella, ettei uutta nimikettä tuoda ollenkaan portfolioon. Toisessa skenaariossa vaikutuksenalaisille myyntinimikkeille lasketaan nettokassavirrat huomioiden uuden tuotteen todennäköinen vaikutus näiden nimikkeiden myyntiin. Nettokassavirtojen erot näiden skenaarioiden välillä vähennetään tai lisätään kassavirtana vastaavalle ajanjaksolle, kun lasketaan nettokassavirtoihin perustuvia tunnuslukuja uudelle nimikkeelle. Lisäksi tutkimus tarjoaa ehdotuksen menetelmästä tuoteportfoliotason myyntisuunnitteluun ja myynnin seurantaan. Tässä menetelmässä myyntisuunnitelma koostuu myyntivolyymeistä ja -hinnoista yksittäisille myyntinimikkeille. Sekä tavoitteenasettelu että tapahtuneen myynnin seuranta tulisi tehdä volyymin ja hinnan tasolla siten että suunnittelun yksikkö on myyntitulo (volyymi * hinta). Tavoitellut ja toteutuneet myyntiluvut vieritetään edelleen ylemmille kaupallisen tuoteportfolion tasoille. Tämä mahdollistaa tavoitellun ja toteutuneen myynnin analysoinnin ja keskinäisen vertailun kullakin tuoteportfoliotasolla

Thesis (MBA)--University of Stellenbosch, 2010.
The ability to bring products to market which comply with quality, cost and development time goals is vital to the survival of firms in a competitive environment. New product development comprises knowledge creation and search and can be organised in different ways. New product development requires the close collaboration of virtually all functions within a company. The existence of an effective cross-functional team, with clearly-defined objectives, is thus critical to the successful development of any new product. Furthermore, the success of new products depends mainly on the new product development process. The purpose of this research study is to review literature on new product development processes and the effect it has on organisational performance and also to take a critical look at the new product development and implementation (NPD & I) process applied in Telecom Namibia (TN). This study also provides insights to various TN stakeholders, particularly senior management and relevant individuals involved in product development, enabling individuals to recognise the role product development plays towards sustainability of the company. The study also provides a working guide for managers to identify opportunities for improving the new product development (NPD) process. The primary research objective is to critically audit the effect of new product development processes on TN’s performance. The secondary research objective is to develop frameworks and methodologies for guiding the development of effective strategies that have been tested in numerous businesses. A major finding of this study is that the success of new products depends mainly on the new product development process and that it has a major impact on organisational performance.

Innovation is vital to the survival and prosperity of small and medium-sized enterprises (SMEs). Such firms have the inherent liability of limited resources, which creates a barrier to their pursuit of innovative activities. To compete with larger incumbents and sustain competitive advantages, leaders, the principal decision-makers, play a key role in devising innovation strategies and have overall responsibility for firms' ultimate performance. This study draws on the resource-based view (RBV) and dynamic capabilities perspective (DC) to develop a model linking leadership (resource) to innovation (dynamic capability) and product innovation performance (sustainable competitive advantage). In addition, it suggests that reward philosophy and entrepreneurial culture can enhance or hinder the effect of transformational and transactional leadership on exploratory and exploitative innovation in the context of SMEs. Using a quantitative research method, 151 valid pairs of questionnaires (i.e. 302 respondents) were collected from the top management of small and medium-sized manufacturing firms in China. The empirical findings showed that transformational leadership behaviors could foster both exploratory and exploitative innovations. Transactional leaders, consistent with the literature, could facilitate exploitative activities, but not exploratory innovation. The data analysis also indicated that different types of innovation delivered different benefits to firms. In addition, reward philosophy and entrepreneurial culture had divergent moderating effects on the relationship between leadership style and innovative outcome.

The thesis work aimed at developing a framework for portfolio management and business case development that can be used as decision support for a company for new product development. The assignment was to study relevant literature resulting in an aggregated view on this topic and the parameters that impact successful product development. The literature involves project initiation, different levels of product innovation development and information about important research criteria to include when forming new product projects ideas. This information helps to support how to objectively evaluate and compare product projects. The literature also involves different relevant tools to use for providing information and manage product portfolio management along with their benefits. Out of this aggregated view, a template and suggested decision model specific for the company has been established. The resulting template has for purpose to be used for preparation of providing a solid information base when a new product project idea is to be presented. The decision base has the purpose to help the members and managers in the product council to form a decision on what product idea to proceed with, which hopefully will result into launch and success. The framework aims to assess individual product development initiatives as well as managing the product portfolio aspect. Except the study of a considerable amount of literature, qualitative research has been made as well. The qualitative research has been performed in the form of semi-structured interviews together with people within the company that has been used as case study in this report. The interviews contributes with information about the current state of the company’s product offering process together with attention paid for what is missing and what improvements that is sought. In such way, the qualitative research contribute to the result of the framework in the sense that it is attributed towards the company in the case study and thus slightly towards technological network industries, although the framework is made for a generic use. As by this thesis, the framework focus on one company, but it has for purpose to be adaptable and inspiring for any company with respect for the individual company’s restrictions.

In an increasingly volatile business environment, new product introduction is no longer a strategic option but a necessity for companies to sustain competitive advantage and for countries to achieve national economic prosperity. This is particularly true in such emerging economies as People's Republic of China, where traditional manufacturing enterprises are striving to achieve the move from 'Made in China' to 'Created in China'. Focusing on the issue of new product introduction by strategic alliances, I propose a theoretical model on the relationship between procedural justice, cross-functional integration and new product introduction. Albeit the notion that cross-functional integration can greatly facilitate the successful implementation of projects is widely acknowledged, contemporary research on cross-functional integration and new product introduction has paid insufficient attention to the issue of procedural justice. Research on whether, how and when cross-functional integration and new product development could be facilitated or promoted from a justice perspective is still in its infancy. Based on the findings of my field study in 2015-2016, I consider it necessary to take into account the effect of procedural justice in current streams of research on cross-functional integration and new product introduction. I argue firms that establish strategic alliances should pay greater attention to the issue of procedural justice in new product introduction. Moreover, I posit that the relationship between procedural justice and new product introduction is mediated by cross-functional integration. Finally, to address the discrepancies in previous research regarding the relationship between cross-functional integration and new product development, I test the effect of an insufficiently tested moderator, i.e., actual new product introduction strategy, on that relationship. Analyzing data from multiple sources in China, I obtain evidence in support of these arguments, finding procedural justice to exert a positive effect on new product introduction, and cross-functional integration and new product introduction strategy to exert a partial mediating effect and moderating effect, respectively.

Thesis (MComm)--Stellenbosch University, 2011.
ENGLISH ABSTRACT: Organisations today form part of a global market economy characterised by constant change and a high level of competition. This is especially true for organisations functioning in competitive markets or industries, such as the service industry. New Product Development (NPD) has been recognised as an avenue for organisations to remain relevant and competitive in this constantly changing landscape. A successful new product can potentially do more good for an organisation than anything else that can happen to it. Despite this critical role, the strategic and operational aspects of the product development process are poorly understood, particularly in the service industry. The South African financial services industry is an example of a service industry characterised by a high level of competition, rapid technological advancements, stringent regulations and changing client needs. This is particularly true for the investment sector of the industry, which endeavours to remain relevant and progressive within both a domestic and an international context. As a result, organisations functioning in the investment sector increasingly need to engage in developing and introducing new products to ensure their survival. Against this background, such organisations should realise the importance and potential benefits of an increased understanding of how to improve the success of their NPD efforts. The purpose of this study was therefore to investigate factors influencing the success of New Product Development in the investment sector of the South African financial services industry. Twelve success factors were defined for the purpose of the study. They are: a successful launch, effective NPD management, product superiority, a favourable market environment, good use of communication, effective IT systems, a NPD-friendly corporate culture and the use of a formal NPD process, legislation, distribution of the product, the marketing budget, and the timing of the release of the product. Additionally, nine measures of success were examined, namely: commercial, technical, financial and sales measures, as well as the NPD process followed the level of client satisfaction, and the size, performance and longevity of the product. This study made use of a structured questionnaire, which was developed, based on the literature reviewed and on the feedback from the pilot study. The questionnaire made use of a seven-point Likert scale, and was electronically administered via email to the chosen sample group. The results from this study indicated that 10 of the 12 identified success factors have a significant influence on one or more of the measures of success. The remaining two success factors, namely, the distribution of the product and the marketing budget, were found to have no significant influence on any of the measures of NPD success. It was also revealed that three of the success factors had a significant influence on the overall measure of NPD success (all 9 measures grouped into one), namely, the characteristics of a "superior product"; the implementation of an effective IT system; and the timing of the product release. Furthermore, the implementation of effective IT systems revealed an unexpected negative relationship with three measures of success as well the overall measure of NPD success (all 9 measures grouped into one). A number of implications were suggested and recommendations made, based on the findings. Specific recommendations were made to NPD practitioners, regarding methods which could be implemented to enhance and better manage the influence of the identified success factors in order to increase their product development success. An important recommendation was made regarding the IT system project requirements and associated costs. It was recommended that the IT system requirements be carefully scoped in the infancy stage of the project by consulting with an IT specialist because of its influence on both the overall costs and project success. Specific recommendations were further made regarding a number of the other identified success factors. Finally, based on the findings, several recommendations were made regarding further research.
AFRIKAANSE OPSOMMING: In die huidige klimaat van die wêreld-ekonomie staar organisasies gedurige verandering en groot kompetisie in die gesig. Dit is veral waar vir organisasies wat moet funksioneer en oorleef in kompeterende markte of industrieë, soos die dienste industrie. Dit word algemeen aanvaar dat die konsep van Nuwe Produk Ontwikkeling (NPO) 'n noodsaaklike opsie geword het vir besighede en organisasies om relevant en kompeterend te bly in hierdie konstante veranderende landskap. 'n Suksesvolle nuwe produk kan vir 'n besigheid groter waarde toevoeg as enigiets anders wat daarmee sou gebeur. Ten spyte van hierdie belangrike en beslissende rol wat dit speel, is daar min begrip vir die rol van strategiese en operasionele aspekte van die Produk Ontwikkelingsproses veral in die dienste industrie. Die Suid-Afrikaanse finansiële dienste industrie is 'n voorbeeld van 'n dienste industrie wat gekenmerk word deur sterk kompetisie, snelle tegnologiese ontwikkeling, streng regulering en veranderende kliëntebehoeftes. Dit geld veral vir die beleggingsektor in die industrie, wat daarna streef om relevant en progressief te bly in beide 'n plaaslike, sowel as internasionale konteks. Gevolglik, ten einde hul voortbestaan te verseker, is dit toenemend noodsaaklik dat organisasies in die beleggingsektor gedurig nuwe produkte ontwikkel en toepas. Teen hierdie agtergrond is dit noodsaaklik dat sulke besighede die belangrikheid, sowel as die potensiële voordele daarvan besef dat 'n bewussyn gekweek word ten opsigte van maniere om die NPO se sukses te verseker. Die doel van hierdie studie was dus om die faktore te ondersoek wat die sukses beïnvloed van NPO binne die beleggingsektor van die Suid Afrikaanse finansiële dienste industrie. Twaalf sukses faktore was vir die doel van hierdie studie geïdentifiseer. Hulle is: 'n suksesvolle bekendstelling, doeltreffende NPO bestuur, 'n superieure produk, gunstige markomstandighede, goeie gebruik van kommunikasie, doeltreffende IT-stelsels, 'n korporatiewe kultuur wat NPO vriendelik is, gebruik van formele NPO prosesse, wetgewing, verspreiding van die produk, die bemarkingsbegroting, en die tydsberekening ten opsigte van die produk se bekendstelling. Verder is nog nege maatstawwe van sukses gemeet, naamlik: kommersieël, tegnies, finansieel- en verkoopsmaatstawwe, sowel as die NPO-proses wat gevolg is, die vlak van tevredenheid van die kliënt, en die omvang, prestasie en lewensverwagting van die produk. Hierdie studie het gebruik gemaak van 'n gestruktureerde vraelys wat ontwikkel is op die basis van die literatuur wat hersien is, asook terugvoering vanaf die loodsstudie. Die vraelys het gebruik gemaak van 'n sewe-punt Likert skaal en was elektronies geadministreer deur middle van e-pos aan die uitgesoekte steekproef groep. Die resultate van hierdie studie het aangedui dat 10 uit die 12 suksesfaktore wat geïdentifiseer is, 'n beduidende invloed gehad het op een of meer van die maatstawwe van sukses. Die laaste twee, naamlik, die verspreiding van die produk en die bemarkingsbegroting, het nie 'n noemenswaardige invloed gehad op enige van maatstawwe van NPO sukses nie. Dit het ook duidelik geword dat drie van die suksesfaktore wel 'n beduidende invloed gehad het op die algehele NPO maatstawwe van sukses (al nege saam groepeer as een), naamlik, die eienskappe van 'n "superieure produk"; die aangewend van 'n effektiewe IT-stelsel; en die tydsberekening ten opsigte van die produk se bekendstelling. Verder, die aanwending van 'n effektiewe IT stelsel het 'n onverwagse negatiewe verhouding gevorm met drie maatstawwe van sukses asook met die algehele NPO maatstawwe van sukses (al nege saam groepeer as een). Verskeie gevolge is genoem en aanbevelings is gemaak op grond van die bevindings. Spesifieke aanbevelings is aan die NPO praktisyns gelewer ten opsigte van stelsels wat toegepas kan word om genoemde suksesfaktore doeltreffend te bestuur en te verbeter en gevolglik die sukses van die produk ontwikkeling te verhoog. 'n Belangrike aanbeveling was met betrekking tot die IT-stelsel se projek behoeftes en gepaardgaande kostes. Daar is voorgestel dat die omvang van die IT-stelsels in die beginstadium met groot omsigtigheid bepaal word en 'n kundige op die gebied van IT behoeftes moet geraadpleeg word, aangesien dit 'n groot impak kan hê op oorhoofse kostes, sowel as die sukses van die projek. Meer spesifieke aanbevelings is ook gedoen ten opsigte van sekere van die ander faktore wat geïdentifiseer is. Op grond van hierdie bevindings kan ten slotte verklaar word dat daar etlike aanbevelings ter ondersteuning van verdere navorsing was.

Shorter product life cycles and rapid product obsolescence provide increasing incentives to introduce newproducts to markets more quickly. As a consequence of rapidly changing market conditions, firms focus onimproving their new product development processes to reap the benefits of early market entry. Researchershave analyzed market entry, but have seldom provided quantitative approaches for the product rolloverproblem. This research builds upon the literature by using established optimization methods to examine howfirms can minimize their net loss during the rollover process. Specifically, our work explicitly optimizes thetiming of removal of old products and introduction of new products, the optimal strategy, and the magnitudeof net losses when the market entry approval date of a new product is unknown. In the first paper, we use theconditional value at risk to optimize the net loss and investigate the effect of risk perception of the manageron the rollover process. We compare it to the minimization of the classical expected net loss. We deriveconditions for optimality and unique closed-form solutions for single and dual rollover cases. In the secondpaper, we investigate the rollover problem, but for a time-dependent demand rate for the second producttrying to approximate the Bass Model. Finally, in the third paper, we apply the data-driven optimizationapproach to the product rollover problem where the probability distribution of the approval date is unknown.We rather have historical observations of approval dates. We develop the optimal times of rollover and showthe superiority of the data-driven method over the conditional value at risk in case where it is difficult to guessthe real probability distribution

Thesis (M.A.) University of Missouri-Columbia, 2007.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on April 15, 2008) Includes bibliographical references.

Thesis (MComm)--Stellenbosch University, 2001.
ENGLISH ABSTRACT: New products are indispensable to the growth of the modem business enterprise. Increased global and local competition, better informed consumers, rapidly changing technology and the short life span of products are typical of the reasons why it is necessary to develop new products. Traditionally new product development took place in accordance with a rigid new product development process where a next phase was dependent on the completion of preceding phases. The increased pressure to produce new products in shorter time spans has led to the development and application of less streamlined and rigid processes for the development of new products. The pharmaceutical industry has certain unique characteristics important for new product development. It spends more than five times than the average of all industries on research and development. New product development in the pharmaceutical industry largely depends on the discovery of new clinical entities and the development process is furthermore also highly regulated by governments. The focus of product evaluation in the pharmaceutical industry has also undergone a major shift. Traditionally the industry dealt with diseases which were defined broadly and as such the focus was on diseases and not individuals. The result was that consumer acceptance was virtually never evaluated. The shift is now to consumer acceptance because consumers become increasingly better informed and take part in decisions regarding their health and medical care. A further reason for the consumer focus lies in the genetic understanding of patients and this enable pharmaceutical companies to segment patients on the basis of pharmaco-genomic descriptions. The objectives of the study are twofold. In the first instance, the study assesses whether marketing practitioners in the South African pharmaceutical industry agree with the fundamental principles of new product development which are identified in academic literature. The responses from marketing personnel were obtained and analysed to establish their beliefs regarding new product development. The fundamental principles of new product development which form the focus of this study, were those that Calantone, Di Benedetto and Haggblom (1995) used in their research. The second objective of the study is to compare the findings in respect of the South African pharmaceutical industry with those of the study undertaken by Calantone, Di Benedetto and Haggblom in 1995. The purpose of the study is to establish whether the new product development principles taught in marketing management courses are relevant for the pharmaceutical industry. The method of investigation was divided into two sections, i.e. a literature overview and an empirical study. The literature study commenced with research on new product development in the South African Pharmaceutical Industry and other parts of the world. The Calantone, Di Benedetto and Haggblom (1995) questionnaire was also used in this study for data collection. The 91 pharmaceutical companies listed in Volume 34 of the 1999 MIMS Desk formed the population of the study. After contacting these companies a more accurate list was set up. After taking into account all the mergers that took place, 65 companies eventually constituted the population. Twenty nine of the questionnaires sent were returned and could be used. This represents a response rate of 44.6%. The organisations involved were responsible for 69.4% of the annual turnover of the total pharmaceutical industry in 1998 and their responses could therefore be regarded as representative of the pharmaceutical industry of South Africa. The questionnaire attended to the following principles of new product development: • Product innovation • New product development and launch tasks • Product diffusion • Interface between marketing, research and development • Organisational issues The information collected in respect of each pharmaceutical company was the following: • Annual turnover • Number of products manufactured and marketed • Number of employees • Number of new products launched during the past five years The findings of this study indicate that marketing staff in the South African pharmaceutical industry strongly agreed with those fundamental principles of new product development which were identified in academic literature. There was also a significant correlation between this study and the study undertaken by Calantone, Di Benedetto and Haggblom with respect to the percentage agreement on the various statements. It may thus be concluded that new product development principles taught in marketing managing courses are relevant for and are applied by marketing staff in the pharmaceutical industry in South Africa.
AFRIKAANSE OPSOMMING: Nuwe produkte is onontbeerlik vir die groei van die moderne sake-onderneming. 'n Toename in globale en lokale mededinging, beter ingeligte verbruikers, snel veranderende tegnologie en die kort lewensduur van produkte is tipies van die redes waarom dit belangrik is om nuwe produkte te ontwikkel. Tradisioneel het nuwe produk ontwikkeling volgens 'n rigiede nuwe produk ontwikkelingsproses plaasgevind waar 'n volgende fase afhanklik was van die voltooiing van voorafgaande fases. Die verhoogde druk om nuwe produkte in korter tye te vervaardig het tot die ontwikkeling en toepassing van minder stroombelynde en rigiede prosesse vir die ontwikkeling van nuwe produkte gelei. Die farmaseutiese bedryf het sekere unieke eienskappe wat belangrik is vir nuwe produk ontwikkeling. Die farmaseutiese bedryf bestee meer as vyfkeer die gemiddelde van alle bedrywe op navorsing en ontwikkeling. Nuwe produk ontwikkeling in die farmaseutiese bedryf is grootliks afhanklik van die ontdekking van nuwe kliniese entiteite en die ontwikkelingsproses word verder ook intensief gereguleer deur regerings. Die fokus van produkbeoordeling in die farmaseutiese bedryf het ook 'n verskuiwing ondergaan. Tradisioneel het die bedryf gehandel met siektes wat breed omskryf is en die fokus as sulks was op siektes en nie op individue nie. Die gevolg was dat verbruikersaanvaarding feitlik nooit beoordeel was nie. Die verskuiwing is nou na verbruikersaanvaarding omdat verbruikers toenemend beter ingelig word en deelneem aan besluite wat hulle gesondheid en mediese sorg raak. 'n Verdere rede vir die verbruikerfokus is daarin geleë dat pasiënte nou geneties verstaan kan word en dit maak vir farmaseutiese maatskappye moontlik om pasiënte op 'n farmakologies-genomiese basis te segmenteer. Die doelstellings van die studie is tweeledig. In die eerste instansie beoordeel die studie of bemarkingspersoneel werksaam in die die Suid-Afrikaanse farmaseutiese bedryf, saamstem met die fundamentele beginsels ten opsigte van nuwe produk ontwikkeling wat in die akademiese literatuur geïdentifiseer is. Die response van bemarkingpersoneel is verkry en ontleed om hulle oortuigings ten opsigte van nuwe produk ontwikkeling vas te stel. Die fundamentele beginsels van nuwe produk ontwikkeling wat die fokus van hierdie studie vorm, is dié wat Calantone, Di Benedetto en Haggblom (1995) in hulle navorsing gebruik het. Die tweede doelstelling van die studie is om die bevindings ten opsigte van die Suid-Afrikaanse farmaseutiese bedryf te vergelyk met dié van die studie onderneem deur Calantone, Di Benedetto en Haggblom in 1995. Die doel van die studie is om vas te stel of die nuwe produk ontwikkeling beginsels wat in bemarkingsbestuurkursusse onderrig word, relevant is vir die farmaseutiese bedryf. Die metode van ondersoek is onderverdeel in twee gedeeltes, naamlik 'n literatuuroorsig en 'n empiriese studie. Die literatuurstudie het begin met navorsing oor nuwe produk ontwikkeling in die Suid-Afrikaanse farmaseutiese bedryf en ander wêrelddele. Die Calantone, Di Benedetto en Haggblom (1995) vraelys is ook in hierdie studie vir die insameling van data gebruik. Die 91 farmaseutiese firmas wat in Volume 34 van die 1999 MIMS Desk gelys is, het die populasie van die studie gevorm. Na gesprekke met hierdie firmas en nadat alle samesmeltings in ag geneem is, is 'n meer akkurate lys opgestel en het die populasie uiteindelik uit 65 firmas bestaan. Nege en twintig van die vraelyste wat terugontvang is kon gebruik word. Hierdie verteenwoordig 'n responskoers van 44.6%. Die organisasies wat gereageer het was verantwoordelik vir 69.4% van die jaarlikse omset van die totale farmaseutiese bedryf in 1968 en die responses sou dus as verteenwoordigend van die farmaseutiese bedryf in Suid-Afrika beskou kon word. Die vraelys het aandag aan die volgende beginsels van nuweprodukontwikkeling gegee: • Nuweproduk ontwikkeling en loodstake • Produkdiffusie • Koppelvlakke tussen bemarking, navorsing en ontwikkeling • Organisatoriese kwessies Die inligting wat ten opsigte van elke farmaseutiese firma ingesamel is, is die volgende: • Jaarlikse omset • Aantal produkte vervaardig en bemark • Aantal werknemers • Aantal nuwe produkte wat gedurende die afgelope vyf jaar geloods is. Die bevindings van hierdie studie toon aan dat die bemarkingspersoneel in die Suid-Afrikaanse farmaseutiese bedryf sterk saamstem ten opsigte van die beginsels van nuwe produk ontwikkeling wat in die akademiese literatuur geïdentifiseer is. Daar bestaan ook 'n betekenisvolle korrelasie tussen hierdie studie en die Calantone, Di Benedetto en Haggblom studie ten opsigte van die persentasie wat saamgestem word oor die verskillende stellings. Die gevolgtrekking kan dus gemaak word dat die nuwe produk beginsels wat in bemarkingskursusse aangebied word, relevant is vir en toegepas word deur bemarkingspersoneel in die farmaseutiese bedryf in Suid- Afrika.

Thesis (PhD) -- Macquarie University, Macquarie Graduate School of Management, 2008.
Bibliography: p. 301-327.
Introduction -- Literature review -- Methodology and phase 1 research design -- Phase 1 findings -- Phase 2 research design -- Phase 2 findings -- Conclusions and implications.
This research examines the relationship between innovation project portfolio management (IPPM) capabilities and competitive advantage. Innovation projects - or projects for the development of new products - are of escalating importance in an increasingly competitive, globalised and deregulated environment characterised by shortening product lifecycles and dynamic markets. IPPM capabilities aim to improve the success rates for product innovation activities by providing a holistic and responsive decision-making environment to maximise the long-term value of innovation investments across the portfolio of innovation projects. This research takes a wide view and investigates the overall rganisational capability for the management of the innovation project portfolio. -- Successful product innovation is no longer primarily a concern of manufacturing-based industries - product development in service industries is a growing endeavour in an increasingly important industry. Therefore this research includes service product development environments and is the first to extend beyond the traditional manufacturing industry base for IPPM research. This is also the first study to investigate IPPM capabilities in Australia. -- A pragmatic perspective guides a two-phase study encompassing a quantitative survey and a qualitative multiple-case study, the combination of methods providing a deeper level of understanding than could be achieved by either method alone. Findings support prior IPPM studies and suggest a positive relationship between structured IPPM capabilities and improved new product outcomes. The research highlights similarities and differences between service and manufacturing environments, and suggests future challenges will result from the increasing blurring of the boundaries between service and manufacturing industries. This research adopts a 'dynamic capabilities' perspective and draws on organisational learning theory to investigate the path-dependent nature of IPPM capability development. It adds to the understanding of how IPPM capabilities work with the resource base and contribute to competitive advantage. The findings of the research are presented in a maturity model and several conceptual models, and areas for future research are identified.
Mode of access: World Wide Web.
xxvii, 436 p. ill. (some col.)

Background: Today’s market is constantly going through changes. Customers havenew tendencies and preferences towards the products they buy. It is a customer centeredbusiness culture and companies must follow it if they want to stay in the market.Therefore communication is more personalized and tries to exchange as muchinformation with customer as possible. This enhances customer relationship anddevelops more customized products. The development of customer intimacy is requiredin order to have a broader understanding on customer needs. In that way firms are moreable to meet customer preferences with the products they provide.Purpose: The aim of this study is to describe sales strategies of additional products toexisting customers in the B2B Swedish market. Further this study will identifycommunication tools when contacting customers.Research Questions:RQ1: What sales strategies can Electrolux Laundry Systems implement for additionalproducts?RQ2: How can Electrolux Laundry Systems use communication when offering newproducts?RQ3: How could communication affect the customers?RQ4: How could managers and employees perceive the sales perspectives of ElectroluxLaundry Systems?Method: The chosen method was in depth interviews. In these interviews theresearchers asked open-ended questions via face to face and via telephone and recordedthe respondents answers. The observations were carried through interviews with ninecustomers of Electrolux Laundry Systems. Scandic Hotel Värnamo, VärnamoMunicipality, Ekdahls Länghem, Ljungbybostäder, Ljungby Hospital, ElderlyHomecare Ljungby, Tekniska Förvaltningen and Ljungby Municipality.Results: The research demonstrated that the company analyzed uses customer focussales strategies and direct marketing communications as the main tools to maintain andnurture a strong relationship with customers. Also important factors have beenhighlighted that explain the essence of the study, such as the use of communication andsales efforts to establish close relationships to later on cross-sell additional products in amore suitable way according to customer’s explicit needs.

Valet av vilka produkter som ska finnas tillgängliga på marknaden fungerar som ettkonkurrensmedel för företag. Att prioritera redan existerande, lansera nya eller avveckla föråldrade produkter är viktiga beslut för ett företags prestanda. För att minimera olika typer av risk kan in- och utfasningsstrategier användas. Dessa kan bestämmas med hjälp av olikatyper av nyckeltal som kan delas upp i olika kategorier, så kallade riskfaktorer. Studiens mål är att bestämma dessa nyckeltal samt vilken strategi som passar för respektive produkt vid in och utfasning. Studien bygger på intervjuer som genomförts med fyra nyckelpersoner på verkstadsföretaget Seco Tools. Intervjuerna undersöker företagets in- och utfasningsprocess. Detta innefattar viktiga nyckeltal samt hur de i sin tur påverkar risk- vid in och utfasning. Studien resulterar i en modell med fyra riskdimensioner samt de riskfaktorer och nyckeltal som tillhör respektive dimension. Modellen ger en fingervisning vilken typ av in- och utfasningsmetod som är lämplig att använda. Studiens resultat visar på att företagets arbetsprocess och nyckeltal delvis stämmer överens med vald teori, men att det också är stor skillnad på hur en in- och utfasning går till i praktiken jämfört med det optimala utfallet i teorin.

Com base na relevância dos estudos da inovação como elemento que contribui para o desenvolvimento econômico e na teoria da Visão Baseada em Recursos, que apresenta os recursos estratégicos da firma como uma fonte para obter vantagens competitivas, este trabalho tem como objetivo principal investigar as inovações em produtos pela perspectiva da Visão Baseada em Recursos, especificamente nas microcervejarias do Rio Grande do Sul. O método selecionado foi a pesquisa qualitativa exploratória e descritiva com estratégia de estudo de caso e método de coleta de dados por meio de entrevistas semiestruturadas, aplicada aos gestores das microcervejarias que tiveram o reconhecimento dos seus produtos em premiações nacionais ou internacionais. A análise de dados se deu pela interpretação das transcrições das entrevistas. A categorização foi estabelecida previamente para atender a três objetivos específicos propostos: identificar as inovações em produtos nas microcervejarias do Rio Grande do Sul; identificar os recursos explorados pelas microcervejarias que geram a inovação; e, identificar os recursos que têm potencial para gerar vantagem competitiva sustentável. Como resultado, foi possível identificar as inovações em produtos na embalagem, quantidade de envaze e no que tange a cor, a textura, o aroma e o sabor, dentro dos estilos das cervejas produzidas. Foram identificados como recursos físicos para a inovação em produto a localização geográfica, o acesso à matéria-prima, a estrutura fabril e o laboratório cervejeiro. Os recursos humanos aparecem no processo de desenvolvimento dos novos produtos na forma de troca de experiências entre funcionários e sócios, cursos técnicos e a troca de experiência com mestres cervejeiros e demais colaboradores de empresas parceiras, incluindo outras microcervejarias. Como recursos organizacionais identificados estão a relação entre grupos da firma com o ambiente externo. Quanto aos recursos financeiros destaca-se o planejamento ligado à aquisição de recurso físico, em especial para a compra de matéria-prima, como facilitador da inovação. Os recursos que passaram pelo modelo VRIO e que geram a inovação em produto com características imperfeitamente imitáveis apontados pelos entrevistados são os recursos organizacionais e humanos. A ação de interação entre as microcervejarias é baseada em conhecimentos tácitos e ocorre de forma informal. A característica dos recursos organizacionais identificados usa a estratégia para a criação de novos produtos que podem gerar vantagem competitiva sustentável, apoiada nas redes de inovação e na reputação do produto frente aos canais de distribuição.
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Coordenação de Aperfeiçoamento de Pessoal de Nível Superior, CAPES.
Based on the relevance of studies of innovation as an element that contributes to economic development and the theory of Resource Based View, which presents the strategic resources of the firm as a source for competitive advantage, this paper aims to investigate the innovations in products from the perspective of Resource Based View, specifically in Rio Grande do Sul microbreweries. The selected method was the exploratory and descriptive qualitative research with case study strategy and data collection method through semistructured interviews, applied to microbreweries managers that had recognition of their products in national and international awards. Data analysis was done through the interpretation of interview transcripts. The categorization was previously established to answer the three specific objectives proposed: identify the product innovations in Rio Grande do Sul microbreweries; identify the resources explored by microbreweries that generate innovation; and identify the resources that have the potential to generate sustainable competitive advantage. As a result, it was possible to identify the product innovations in packaging, bottling and quantity when it comes to color, texture, scent and flavor within the styles of the beers produced. It was identified as physical resources in product innovation, geographic location, access to raw materials, the industrial structure and the brewing lab. Human resources appear in the development process of new products in the form of experience exchange between employees and partners, technical courses and the experience exchange with brew masters and other partner employees companies, including other microbreweries. As organizational resources identified are relationship between company groups with the external environment. As for financial resources stands out planning on the acquisition of physical resource, especially for the purchase of raw material, as a facilitator of innovation. The resources that have gone through VRIO model and that generate innovation in product with imperfectly imitable features mentioned by respondents are the organizational and human resources. The action of interaction between the microbreweries is based on tacit knowledge and occurs informally. The characteristic of the identified organizational resources uses the strategy to create new products that can generate sustainable competitive advantage, based on an open innovation and reputation of the product ahead to distribution channels.

CAPES
As pequenas e médias empresas (PMEs) têm recursos limitados para o processo de desenvolvimento de produtos e, portanto, necessidade de direcionar as atividades de especificações de projeto de produtos para as atividades capazes de gerar maior valor para o produto final. Este estudo visa delinear as práticas para identificação dos requisitos dos clientes e os requisitos de produtos de maior importância estratégica na fase de especificações do projeto de novos produtos. Para tal, foram feitas entrevistas estruturadas sobre o processo de desenvolvimento de produtos (PDP) com 30 PMEs dos setores metal mecânico, plástico e eletrônico; utilizadas técnicas estatísticas de correlação e o método multicritério PROMETHEE; e assim foram priorizadas as atividades para a fase de especificações de projeto de produtos para PMEs visando à geração de valor aos produtos inovadores desenvolvidos. Os resultados indicam que as empresas precisam priorizar os investimentos de recursos e tempo nos requisitos de produtos que geram mais diferenciais perante os seus concorrentes, por sua vez menos tradicionais. Para melhores resultados no grau de diferenciação dos seus produtos, as empresas devem focar no entendimento do mercado e das novas oportunidades, além da orientação para os clientes. Já para o desenvolvimento de produtos com maior qualidade o foco maior deve ser no entendimento das necessidades dos clientes. Os resultados desta pesquisa visam auxiliar a academia que terá uma relação ordenada das melhores práticas e ferramentas que podem ser utilizadas e seus efetivos resultados alcançados em termos de requisitos de projeto. Além disto, a metodologia proposta pode ser para utilizada para outras áreas industriais e de serviços, ou para setores específicos, e assim, os resultados podem ser comparados com os desta pesquisa. E, sobretudo, as empresas que poderão avaliar suas estratégias e canalizar seus esforços para atividades mais efetivas dentro do PDP, tendo em vista que nas etapas iniciais do desenvolvimento de produtos acontecem os maiores investimentos.
The small and medium-sized enterprises (SMEs) have limited resources for product development process and thus need to direct the activities of product design specifications to the activities capable of generating greater value to the end product. This study aims to outline practices for identifying customer requirements and the product requirements of greater strategic importance in the phase of design specifications of new products. To this end, structured interviews were conducted about the product development process (PDP) with 30 SMEs of mechanical metal, plastic and electronic sectors; techniques of statistics correlation and the multi criteria method PROMETHEE were used; and so were prioritized activities to the stage of product design specifications for SMEs in order to generate value for the innovative products developed. The results indicate that companies need to prioritize the investment of resources and time in product requirements that generate more advantages before its competitors, in turn less traditional. For best results in the degree of differentiation of their products, companies should focus on understanding the market and new opportunities, and direction to customers. As for the development of higher quality products the main focus should be on understanding of customer needs. The results of this survey are intended to assist the academy that will have an ordered list of best practices and tools that can be used and their actual results achieved in terms of design requirements. Furthermore, the proposed methodology can be used for other industrial areas and services, or specific sectors, and so, the results may be compared with this study. Above all, companies can evaluate their strategies and channel their efforts for more effective activities within the PDP, considering that in the early stages of product development happen the largest investments.

Uma das principais características do ambiente organizacional é a velocidade com que o processo de globalização é impulsionado pela informação, a disponibilidade de novas tecnologias da informação e uma demanda crescente dos consumidores. Neste contexto, o objetivo desta pesquisa foi examinar a relação entre os processos de gestão do conhecimento, inovatividade e inovação de produtos no setor têxtil Brasileiro, com base em um modelo teórico que representa o impacto positivo que os processos de gestão do conhecimento tem sobre a inovatividade e inovação de produto. Nesse contexto, essa pesquisa baseia-se nas teorias de Visão Baseada em Recursos, Visão Baseada em Conhecimento, Capacidades Dinâmicas e Difusão de Inovação. O método de pesquisa consistiu em uma abordagem quantitativa, seguida de uma abordagem qualitativa. A fase quantitativa, que incluiu uma pesquisa de 157 indústrias têxteis Brasileiras, permitiu testar o modelo teórico proposto, enquanto a fase qualitativa, realizada com entrevistas e análise de conteúdo, possibilitou a complementação dos resultados quantitativos. Na fase quantitativa, foi enviado um questionário estruturado às 157 indústrias têxteis de 13 Estados Brasileiros. Na fase qualitativa, os dados foram tratados por análise de conteúdo, através de codificação de categorização de entrevistas e análise aberta, axial e seletiva. Os resultados quantitativos mostraram que os processos de gestão do conhecimento influenciam a inovação do produto através do "processo linear", que difere do modelo proposto entre o processo de gerenciamento do conhecimento e a inovação de produtos. Os resultados qualitativos se originaram em um terceiro modelo; um modelo integrado de gestão do conhecimento e inovação de produtos. Os resultados qualitativos também indicaram que os processos de gerstão do conhecimento podem ser lineares e dinâmicos, o que gerou um terceiro modelo que abrange ambos os modelos propostos. Portanto, essa pesquisa contribui para a geração de dois modelos específicos. Um alternativo, que representa a realidade pesquisada onde os processos de gestão do conhecimento ocorrem um após o outro, resultando em inovação de produtos através da inovatividade. Um integrado, que une resultados quantitativos a resultados qualitativos, da visão de dez especialistas do setor têxtil brasileiro, com base em uma proposição linear de relações dinâmicas entre o processo de gestão do conhecimento e a inovação de produtos.
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Fundação de Amparo à Pesquisa do Estado do Rio Grande do Sul, FAPERGS.
One main feature of the organizational environment is the speed with which the globalization process is driven by information, the availability of new information technologies and an increasingly demand from the consumers. In this context, the objective of this research was to examine the relationship between the processes of knowledge management, innovation and product innovation in the Brazilian textile sector, based on a theoretical model that represents the positive impact that the processes of knowledge management Innovation and product innovation. In that context, this research bases itself from the theories of Resource Based Vision, Knowledge Based Vision, Dynamic Capabilities and Innovation Diffusion. The research method consisted of a quantitative approach, followed by a qualitative one. The quantitative phase, which included a survey of 157 Brazilian textile industries, allowed us to test the proposed theoretical model, while the qualitative phase, conducted with interviews and content analysis, made possible to complement the quantitative results. In the quantitative phase, a structured questionnaire was sent to the 157 textile industries from 13 Brazilian States. In the qualitative stage, data were treated by content analysis, through interviews categorization coding, and open, axial and selective analysis. The quantitative results showed that the knowledge management processes impact on product innovation through “linear process”, which differs from the proposed model between knowledge management process and product innovation. The qualitative results originated in a third model; an integrated model of knowledge management and product innovation. The qualitative results also indicated that the knowledge management processes can be both linear and dynamic, which generated a third model that covers both proposed models. Therefore, this research contributes to the generation of two specific models. An alternative one, which represents the researched reality where knowledge management processes occur one after the other, to result in product innovation through innovativity. An integrated one, which joins quantitative results to qualitative results, from the view of ten specialists of the Brazilian textile sector, based on a linear proposition of dynamic relations between knowledge management process and product innovation.

The purpose of the research undertaken for this thesis was to examine management practices relating to new product development processes in small to medium-sized manufacturing firms (SMEs). The thesis topic has its origins in a European Community funded research project carried out during 1997-9 and designated CIMA (Continuous Improvement in Global Innovation Management) ESPRIT project 26056. The CIMA project had as its objective the development, testing and dissemination of a methodology to support knowledge transfer in the product innovation process. The CIMA model suggested a relationship between management behaviours and performance outcomes that used literature from a variety of research areas including continuous improvement, product innovation, performance measurement, and inter-project learning. This literature was centred largely on research undertaken in large organisations, with little information available on the new product development (NPD) practices in SMEs. This thesis sought to examine the management of NPD activities in SMEs across a range of important variables as identified in larger organisations in an effort to evaluate whether they were as relevant in smaller organisations. The literature review reduced the research to four broad questions: 1.what is the relationship between a business unit’s competitive strategy and its new product development strategy, 2.how management involvement in improving NPD performance, 3.does a more systematic approach to management of NPD projects would lead to better outcomes, and finally 4.how new product development performance is measured in SMEs. A two-stage, field based research methodology was used to gather data for this thesis. Firstly, a quantitative survey instrument was used to collect data across a broad range of variables. The data thus gathered were supported by a subsequent set of interviews in three SMEs that. In each of these firms, employees from the broad functional areas of sales, operations, and design, were interviewed to gain a greater understanding of the issues that might emerge in the quantitative survey. Thematic analysis was used to examine the qualitative data. Descriptive statistics, in the main were used to evaluate the quantitative data. Findings relevant to each of the research questions provide valuable insights into NPD practices in SMEs. For instance, strategies tend to be hazy, and have a short term emphasis. The qualitative interviews in particular showed a lack of certainty and direction when it came to strategy. With regard to management involvement, there was more emphasis on individual effort rather than team-based activities. Managers tended not to look for external sources to improve their NPD performance. The approach taken in managing NPD activities, whether it was systematic or informal, did not appear to affect innovativeness, though it did appear to impact other variables such as time-to-market. Finally, performance measurement in SMEs tended to emphasise cost outcomes as opposed to variables critical to customers such as conformance quality or time-to-market. Further, outcomes in those performance dimensions did not appear to influence future strategy or actions within the organisations. A detailed review of the data is provided in chapters five, six and seven.
Doctor of Philosophy (PhD)

D.Ing.
During the last pre-millennium decade South African engineers were involved mainly in military product development. The downscaling of development within the military arena, forced the engineering as well as other industries to refocus on commercial product development and marketing (the engineers in the military environment were not the only ones influenced by the change in the economic climate. Many others were also affected, but for the sake of explanation, the military environment was used). This stage led to the creation of various small- to-medium enterprises (SMEs), which were set up by creative, determined engineers and entrepreneurs. However, by the latter part of the last decade, these initiatives ended sadly in the liquidation of quite a number of companies. These ongoing liquidations are a result of various aspects, such as cash flow restrictions, growing currency value and a low national- growth figure. The research done in fulfilment of this thesis, addresses some of the events of the last decade and offers general, practical suggestions on how to overcome some of these hurdles within the current economic climate. It illustrates that experience enables an entrepreneur to develop methods and provide suggestions on how to create, establish, survive and grow within a high-technology driven SME. Shortfalls, methods and products are discussed by means of case studies. The products discussed in the thesis, are all classified among the field of mobile, portable and static electronic power-conversion. Thirty high-technology companies participated in a survey in support of the research statements. As a summary, it is shown that various aspects often restrict new product development (NPD) for SMEs. Optimum and effective usage of knowledge and experience in areas of technology, marketing, human resources, organisational, operational, manufacturing and financial management is required to achieve goals successfully and to survive in today’s industry. An investigation was done to determine the relationship between these interdivisions of an SME. In conclusion, methods and models are presented to optimise the techniques that are currently used within SMEs. These techniques are then further expanded on and presented as guidelines for business discussions. Practical examples are presented in support of the actual models.

The New Zealand innovation sector is dominated by Small to Medium Enterprises (SMEs). SMEs make up more than 97% of all businesses and account for about 30% of total employment. There is, however, limited research available on the New Product Development practices of these companies. For New Zealand to compete with major economies of the world, investment in innovation is paramount. This can be achieved by effective management of New Product Development practices and systems. This report presents findings of the research based on the “Establishing an NPD best practices framework” survey which was designed to conduct similar studies in the US, UK and Ireland (Kahn, Barczak and Moss 2006). The study identified seven dimensions of New Product Development practices – strategy, process, research, project climate, company culture, metrics & performance measurement and commercialisation. The survey was designed to measure the relative importance of each of the seven dimensions. The survey further listed various characteristics under each of the seven dimensions and respondents were asked to identify which of these constituted poor, good, better and best practices. Strategy was ranked the highest among the seven dimensions followed by commercialisation, research, company culture, process, project climate and metrics. The results were broadly consistent with those from the US, UK and Ireland which ranked strategy the highest and metrics the lowest. Commercialisation was ranked the second most important dimension where as in the US, UK and Ireland studies, research was ranked above commercialisation. Respondents indicated that a formal strategy helped reduce processing time. Decisions were taken quickly because the head of the firm was directly involved in the product development process. A vision statement for the company which incorporates NPD was also cited as an important part of the overall NPD strategy. This includes “well-defined NPD goals and long-term strategic support for NPD projects”. The study also considered the characteristics of the seven dimensions of NPD. Respondents were asked to review those characteristics and indicate whether they reflected a Poor, Good, Better or Best NPD practice. The US, UK and Ireland samples indicated that poor practices were more well-known than best practices were each of the seven dimensions. There was one significant difference between NZ results and those from the US, UK and Ireland. NZ professionals identified best practices for the Metrics dimension. This indicated that even though Metrics as a dimension ranked the lowest among the seven for NZ professionals, there was a general awareness of the characteristics that constitute best and poor practices for this dimension.

We show that marketing research is critical in such a market driven industry as retail food. We use the qualitative approach and case study; and the research techniques used will provide relevant information for the successful development of a new product. Tools for research that will be used, are taste tests, interviews, focus groups and questionnaires. Having compiled what customers' want, any business then faces the challenge of completely meeting those adequately and profitably. The research looks at an important part of market research; strategies for new product development and finding the appropriate marketing mix strategies. The study illustrates how 'Maharani Instant Spice' researches the market and uses the information it gains to influence its decisions about its product development. In the final analysis, the findings will determine whether the development of the new product is feasible or not. (Mayat: 1961)
Thesis (MBA)-University of Natal, Durban, 2003.

Here, the customer collaborations in product development, their impacts, and contingencies in Chinese manufacturers are explored. A grounded-theory-building cross-case analytic approach is used to acquire a deeper understanding of customer collaboration in product development within the Chinese context. The results show that the firm level analysis in multiple cases helps identify different techniques of customer collaboration in product development. The two coordination dimensions (information exchange and co-development) are clearly demonstrated in three stages (concept generation, project execution, and product usage) and two directions. In particular, it has been found that the focal firms involve cosupplier in the process of customer collaboration. Building on RBV and interorganizational learning theory, a customer collaboration-operational capability model is hereby proposed. Two operational capabilities (supply chain operating capability and integrated product development capability) and contingencies (technology/market familiarity and service proactiveness) are also identified based on case evidences.
In this final study, the impacts of project complexity and novelty on product design collaboration are tested. Three types of involvement activities (customer, supplier, and manufacturing involvement) are identified as product design collaboration in NPD project. A conceptual model is then built based on organizational information processing theory (OIPT). The relationships are tested in the international samples from eight countries, and the results demonstrate the different roles of involvement activities in dealing with project complexity and novelty. Particularly, project complexity has direct impact on manufacturing involvement. Project complexity has indirect impact on customer and supplier involvement through manufacturing involvement. In addition, only project novelty has direct impact on customer and supplier involvement.
In this study, the impacts of internal and external resources, as well as their interactions on the product innovation capability of Chinese manufacturers are investigated. Three internal resources (financial, physical, and human) and two external resources (external expert and cooperated project) are identified as antecedents of firm product innovation capability. The conceptual model is then built based on resource-based view (REV) and absorptive capacity (ACAP). Panel data from the Guangdong Technology and Innovation Assessment Center are used to test the relationships in the model. The results show that internal and external resources have different impacts on product innovation capability. Moreover, the interactions between internal resources and external resources significantly influence product innovation capability.
Study 1: Building Product Innovation Capability of Chinese Manufacturers: A Longitudinal Study
Study 2: Customer Collaboration in Product Development: An Exploratory Study of Manufacturers in the Pearl River Delta of China
Study 3: The Effects of Project Complexity and Novelty on Product Design Collaboration
Supply chain integration and innovation are two highly interrelated strategies firms must apply in order to gain a competitive advantage in the turbulent business environment of today. An increasing number of companies have begun looking beyond their boundaries to explore the use of external resources in creating additional value in their product innovation. Therefore, the process with which firms integrate their supply chain partners in new product development (NPD) has aroused the interest of researchers and practitioners. The three studies in this dissertation address innovation and NPD issues in supply chain management.
study 1. Building product innovation capability of Chinese manufactures: a longitudinal study -- study 2. Customer collaboration in product development: an exploratory study of manufacturers in the Pearl River Delta of China -- study 3. The effects of project complexity and novelty on product design collaboration.
Wang, Zhiqiang.
Adviser: Xiande Zhao.
Source: Dissertation Abstracts International, Volume: 73-03, Section: A, page: .
Thesis (Ph.D.)--Chinese University of Hong Kong, 2010.
Includes bibliographical references (leaves 128-143).
Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web.
Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [201-] System requirements: Adobe Acrobat Reader. Available via World Wide Web.
Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web.
Abstract also in Chinese.

An effective strategic management process is vital to the continued success of any organisation. As competition mounts within markets globally, the pressure on organisations to succeed continues to mount. This paper attempts to analyse the situation of a small firm in the South African market. It recognises the challenges faced by this organisation while critically assessing the strategic choices made by this firm in its attempts to continue on its current growth path. In particular, this paper assesses the strategic initiative of the development of an attendance management program to address the identified strategic gaps within Monitored Healthrisk Managers. This assessment excludes an analysis of the current market for such a product, it is presumed that such a market exists, but rather attempts to analyse the position of MHM itself to see whether it has the necessary resources to undertaken such an initiative. In particular, this paper assesses the strategic choice using an abstract of the model developed by Johnson & Scholes to analyse the strategic option using criteria supporting the suitability, acceptability and feasibility of the development of the program. This research is intended to provide a critical assessment of the program which will be used in a report to the management team of MHM serving to illustrate the viability of such an undertaking.
Thesis (MBA)- University of KwaZulu-Natal, 2006.

D.Ing.
The effective management of technology and new product development in a high technology small to medium enterprise associated with a large corporation with specific reference to the development of solar photovoltaic water pumps is investigated in this study. Innovative product and the development thereof have already become this century's battleground. The availability of information to all and the ease of communication have contributed to changing the battleground. Small organizations and companies can now also participate in high technology environments, different from the past. Technology management and new product development are subjects that are thoroughly studied, discussed and understood in larger corporations (LCs) and multinational enterprises (MNEs). It would appear that the same cannot always be said when it comes to small to medium high technology enterprises. The following research questions can be asked: • How does the current body of knowledge (regarding technology and new product development) influence and impact on technology and new product development in a small to medium enterprise? • How does the interface and interaction between various small to medium enterprises (SMEs) and SMEs and other large corporations impact on new product development in a small to medium enterprise? • How does a small to medium enterprise cope with relatively limited resources when attempting to develop a new product? • How does the informal nature of a small to medium enterprise impact on new product development? • Does a small to medium enterprise use a structured process to manage new product development? As SMEs become more prominent role players in technology intensive industries, answers to the above questions will strengthen the SME in the relevant areas and enhance the role that SMEs will play in the future. To answer the research questions the study comprises: • an applicable literature survey in the areas of technology management and new product development, • an investigation into the business environment and interaction a typical SME encounters during new product innovation including resource management, • the development of an alternative model for the new product development (NPD) process in an SME, • an industry acceptability survey of the proposed alternative model and • a case study (photovoltaic water pump system) of the development of a new product, mapped onto the developed alternative NPD process. A study of the literature and own experience have shown: • a lack of addressing the above questions and the impact thereof and • a lack of practical and appropriate guidelines to implement technology management and ensure repetitive successful innovative new product development (NPD) in small to medium high technology enterprises. The author suggests a reduced complexity NPD process model, which takes cognisance of intangibles such as the chaotic interaction between various stages and tasks within the NPD process, informal decision making and natural information feedback mechanisms and illustrate why an SME that observes a given structural discipline displays an inherent advantage over large corporations and multinational enterprises. The model is exposed to a limited scope industry survey and applied to a case study (development of a photovoltaic water pump powered by sunlight). The acceptability survey, although limited, suggests that industry supports the hypotheses on which the development of the proposed alternative new product development process is based. The proposed management process was mapped onto the case study to ascertain whether it is practical. The application of the proposed management process to the case study resulted in further insight into possible alternative methods of reporting on new product development work. A complete photovoltaic water pump system as a new product emanated from the case study with significant marketability.