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Journal articles on the topic 'Product development performance'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

Osteras, T., D. N. P. Murthy, and M. Rausand. "Product performance and specification in new product development." Journal of Engineering Design 17, no. 2 (April 2006): 177–92. http://dx.doi.org/10.1080/09544820500275735.

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2

Lau, Antonio K. W., Richard C. M. Yam, and Esther P. Y. Tang. "Supply chain product co‐development, product modularity and product performance." Industrial Management & Data Systems 107, no. 7 (August 28, 2007): 1036–65. http://dx.doi.org/10.1108/02635570710816739.

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3

Ittner, Christopher D., and David F. Larcker. "Product Development Cycle Time and Organizational Performance." Journal of Marketing Research 34, no. 1 (February 1997): 13–23. http://dx.doi.org/10.1177/002224379703400102.

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The authors develop and test a simple conceptual model linking product development cycle time to organizational performance. Using data from two industries (automobile and computer) and four countries (Canada, Germany, Japan, and the United States), they find that faster cycle time alone is not associated with higher accounting returns, sales growth, or perceived overall performance. Stronger support is found for the hypothesis that some product development practices, such as cross-functional teams and advanced design tools, interact with accelerated product development to improve performance, whereas other practices, such as reverse engineering of competitors’ products, suppress the potential benefits from lower cycle times. Finally, interaction effects for other organizational practices, such as customer involvement in the product development process and the extent to which new technology is obtained from external sources, appear to vary by industry.

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4

Eshiett, Idongesit Oto, and Oto Eyamba Eshiett. "NEW PRODUCT DEVELOPMENT AND ORGANIZATIONAL PERFORMANCE IN NIGERIA." Problems of Management in the 21st Century 17, no. 1 (December 20, 2022): 8–24. http://dx.doi.org/10.33225/pmc/22.17.08.

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The idea of New Product Development (NPD) has its origin from constant changes in consumer preference and choices based on available products. The changing trend in customer accessibility to information on product availability and performance driven by Information and Communications Technology (ICT); has emboldened manufacturing firms to modify their NPD process in line with customers’ needs and wants for the ultimate purpose of satisfying the end users of their products. The aim objective of this study is to examine the effect of new product development on organizational performance, additional challenging issues include; the far-reaching effect of market research, specific allocation of budget for NPD by manufacturing firms and effective training and re-training of personnel for Research and Development (R&D). The study evaluates the concept of new product development and organizational performance by adopting the dynamic capability theory. The descriptive research methodology was adopted in which 302 questionnaires were administered to respondents who were basically staff, distribution intermediaries and end users of products in Uyo, Akwa Ibom State and Port Harcourt Rivers State.; also, comprehensive interview was conducted on areas where the questionnaire could not cover effectively. The result of the study revealed that there was a significant relationship between New Product Development and organizational performance. The study recommended that key towards outstanding performance by manufacturing firms ‘lie in their ability to effectively train their personnel to conduct effective market research to identify the preferences of the consumer, and deliver products that satisfy their exact need, as a pre-requisite for sustainable performance. Keywords: new product development, organizational performance, research & development, and customer

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5

Yin, Yong, Ikou Kaku, and ChenGuang Liu. "Product architecture, product development process, system integrator and product global performance." Production Planning & Control 25, no. 3 (February 20, 2012): 203–19. http://dx.doi.org/10.1080/09537287.2012.660208.

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6

Hultink, Erik Jan, Abbie Griffin, Susan Hart, and Henry S. J. Robben. "Industrial New Product Launch Strategies and Product Development Performance." Journal of Product Innovation Management 14, no. 4 (July 1997): 243–57. http://dx.doi.org/10.1111/1540-5885.1440243.

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7

Gbededo, Mauton, Daniel Aikhuele, and Desmond Ighravwe. "Relationship Between Product Performance and Lean Product Development Tool." American Journal of Mechanical and Industrial Engineering 5, no. 3 (2020): 31. http://dx.doi.org/10.11648/j.ajmie.20200503.11.

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8

이도연 and 하규수. "The Effect of New Product Development Activity on New Product Development Performance." Asia-Pacific Journal of Business Venturing and Entrepreneurship 9, no. 6 (December 2014): 183–98. http://dx.doi.org/10.16972/apjbve.9.6.201412.183.

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9

KUWASHIMA, Kenichi, and Takahiro FUJIMOTO. "Performance Measurement in Product Development Research." Annals of Business Administrative Science 12, no. 4 (2013): 213–23. http://dx.doi.org/10.7880/abas.12.213.

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10

Gross, Daniel P. "Performance feedback in competitive product development." RAND Journal of Economics 48, no. 2 (May 2017): 438–66. http://dx.doi.org/10.1111/1756-2171.12182.

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11

Scholastica E, UDEGBE, and UDEGBE Maurice I. "Impact of Product Development and Innovation on Organisational Performance." International Journal of Management and Sustainability 2, no. 12 (November 19, 2013): 220–30. http://dx.doi.org/10.18488/journal.11/2013.2.12/11.12.220.230.

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In today’s global market, businesses are faced with intensive competition and in order to obtain a sustainable competitive advantage, they have to adopt processes and system for development of their new products, as well as the improvement of the existing products through innovation. This study was designed to investigate the relationship between organizational performance and product development by innovation. The data was collected from the marketing managers, operation managers and those managers who have been involving greatly in product development and innovation process. A total of 185 useable questionnaires were completed though research sample of 120 firms in Nigeria. The result of the study were interpreted using Likert model and SPSS package for the analysis of some appropriate statistical methods such as factor analysis, regression, and reliability analysis. The findings show that the impact of product development on organizational performance was higher in Nigeria when consumers perceive product innovation as stronger, more favorable and more unique. Creativity/quality of the innovation process exert a positive influence on product development and organizational performance. To literature, the study has supported previous studies on product development and performance especially in developing economies such as Nigeria, Malaysia, Ghana, and among others. Therefore, it was recommended that creative/quality innovations should be maintained continuously to develop appropriate product continually.

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12

Lan, Yingchao, Brett J. Massimino, John V. Gray, and Aravind Chandrasekaran. "The effects of product development network positions on product performance and confidentiality performance." Journal of Operations Management 66, no. 7-8 (August 12, 2020): 866–94. http://dx.doi.org/10.1002/joom.1105.

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13

Ciarapica, Filippo Emanuele, Maurizio Bevilacqua, and Giovanni Mazzuto. "Performance analysis of new product development projects." International Journal of Productivity and Performance Management 65, no. 2 (February 8, 2016): 177–206. http://dx.doi.org/10.1108/ijppm-06-2014-0087.

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Purpose – The purpose of this paper is to investigate the influence of technical and management practices of a new product development (NPD) project on the project success in terms of observed value-added time. The authors address the research questions: “How do the product innovation aspects, information process, suppliers integration and project team aspects influence the success of NPD projects in terms of observed value-added time?” Design/methodology/approach – Specific hypotheses are posed based on literature research and semi-structured interviews with project managers used for the pilot study. In total, 40 projects carried out by multinational corporation, concerning NPD, are analysed, comparing product and project features with results obtained in terms of performance indexes usually used in “Lean Production” sector: “waste time”; and “type of wastes”. Findings – This research highlighted that “over-processing” is the most important waste made in the projects when the product concept is Completely New. Great support has been found for the hypothesis that a clear definition of products’ concept can reduce waste time. Unexpected result has been obtained analysing “Information process aspects” category where the more frequent use of support systems (i.e. quality function deployment, computer-integrated manufacturing, computer-aided design, etc.) tended to increase waste time. Important connections have also been found between project team aspects and low waste time. Practical implications – The identification of sources of waste can help managers to assess their current innovation practices, identify gaps between their current practice and best practice, and define action plans to close those gaps. Originality/value – In literature, researches exploring the effects that both organizational and managerial factors have on value-added has received only scant attention. This study attempts to bridge this gap, and takes a first step to investigate the role of product innovation aspects, information process, supplier integration and project team aspects in “value-added time” in a NPD project.

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14

Barclay, I., and Z. Dann. "New-product-development performance evaluation: a product-complexity-based methodology." IEE Proceedings - Science, Measurement and Technology 147, no. 2 (March 1, 2000): 41–55. http://dx.doi.org/10.1049/ip-smt:20000077.

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15

Ittner, Christopher D., and David F. Larcker. "Product Development Cycle Time and Organizational Performance." Journal of Marketing Research 34, no. 1 (February 1997): 13. http://dx.doi.org/10.2307/3152061.

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16

Hong, Yunsook. "Collaboration Management Strategies and Product Development Performance." Journal of the Korean Operations Research and Management Science Society 39, no. 3 (September 30, 2014): 93–115. http://dx.doi.org/10.7737/jkorms.2014.39.3.093.

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17

Darvizeh, Mohammadyasser, and Jian-Bo Yang. "Dynamic Capabilities and New Product Development Performance." International Journal of Strategic Decision Sciences 11, no. 4 (October 2020): 65–87. http://dx.doi.org/10.4018/ijsds.2020100105.

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The paper aims to propose a structured multi-dimensional framework linking higher organisational capabilities such as dynamic capabilities (DC) and new product development (NPD) performance as a means by which the sustainable competitive advantage can be realised. The study lends support to supply chains that enable the firms to generate an economic surplus into the future. For this purpose, this study examines the complex inter-relationships between DC and performance in NPD using a multiple-criteria decision analysis (MCDA) approach using automotive industry data. The components of the DC model including the three capacities of sensing, seizing, and reconfiguration have been operationalised in cases featuring extensive supplier involvement in NPD projects. The findings of the study highlight that superior NPD performance including effectiveness, efficiency, and product content can be explained well by identifying and evaluating the effects of the organizational and managerial processes underlying the micro-foundations of DC.

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18

Driva, H., K. S. Pawar, and U. Menon. "Measuring product development performance in manufacturing organisations." International Journal of Production Economics 63, no. 2 (January 2000): 147–59. http://dx.doi.org/10.1016/s0925-5273(99)00007-9.

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19

Mu, Jifeng, Gengmiao Zhang, and Douglas L. MacLachlan. "Social Competency and New Product Development Performance." IEEE Transactions on Engineering Management 58, no. 2 (May 2011): 363–76. http://dx.doi.org/10.1109/tem.2010.2099231.

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20

Driva, Helen, Kulwant S. Pawar, and Unny Menon. "A framework for product development performance metrics." International Journal of Business Performance Management 1, no. 3 (1999): 312. http://dx.doi.org/10.1504/ijbpm.1999.004465.

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21

Chen, Jiyao, Richard R. Reilly, Gary S. Lynn, and Donald O. Neubaum. "Team Autonomy and New Product Development Performance." Academy of Management Proceedings 2013, no. 1 (January 2013): 10104. http://dx.doi.org/10.5465/ambpp.2013.10104abstract.

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22

Connors, Roger, and Tom Smith. "Building a High‐Performance Product Development Machine." Handbook of Business Strategy 1, no. 1 (January 2000): 163–67. http://dx.doi.org/10.1108/eb060218.

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23

Parker, Hamieda, and Zameer Brey. "Collaboration costs and new product development performance." Journal of Business Research 68, no. 7 (July 2015): 1653–56. http://dx.doi.org/10.1016/j.jbusres.2015.02.013.

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24

Hoopes, David G., and Steven Postrel. "Shared knowledge, “glitches,” and product development performance." Strategic Management Journal 20, no. 9 (September 1999): 837–65. http://dx.doi.org/10.1002/(sici)1097-0266(199909)20:9<837::aid-smj54>3.0.co;2-i.

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25

Handiwibowo, Gogor Arif, Reny Nadlifatin, Gita Widi Bhawika, and Lissa Rosdiana Noer. "The Contribution of Absorptive Capacities to New Innovative Product Development Performance: A Conceptual Framework." International Journal of Mechanical Engineering Technologies and Applications 2, no. 1 (February 26, 2021): 73. http://dx.doi.org/10.21776/mechta.2021.002.01.11.

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The wave of Covid-19 has forced the industry to transform so that the products produced can remain competitive in the market. Old products in the period before Covid-19 certainly no longer have the same competitive performance as today, so the industry is required to be able to develop new product innovations that can excel in the market. To be able to produce innovative new products, the industry requires sufficient knowledge. The ability of industries to be able to acquire and implement knowledge is called absorptive capacity. In various previous studies, absorptive capacity has four aspects including acquisition capacity, assimilation capacity, transformation capacity and exploitation capacity. In this article the conceptual framework for the relationship between aspects of absorptive capacity and the performance of new products is presented. We hypothesize that there are interesting correlations between aspects of absorptive capacity and new product development performance.

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26

Liu, Tsung-Chi, and Yi-Jen Chen. "Strategy orientation, product innovativeness, and new product performance." Journal of Management & Organization 21, no. 1 (January 2015): 2–16. http://dx.doi.org/10.1017/jmo.2014.63.

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AbstractThis study employs a dynamic capabilities perspective to examine the relationships among strategy orientation, product innovativeness, and new product development performance. This paper proposes that the role of product innovativeness in these relationships differs between the two dimensions of strategy orientation (market orientation and technology orientation) and new product performance. Regression analysis was used to test the hypotheses in a sample of 118 new product development cases. The empirical findings indicate that product innovativeness positively moderates the relationship between market orientation and new product performance, whereas technology orientation affects new product performance through the mediating effects of product innovativeness. Finally, the study provides a discussion on the managerial implications and directions for future research.

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27

Ahn, Jae-Hyeon, Dong-Joo Lee, and Sang-Youn Lee. "Balancing Business Performance and Knowledge Performance of New Product Development." Long Range Planning 39, no. 5 (October 2006): 525–42. http://dx.doi.org/10.1016/j.lrp.2006.08.001.

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28

Zhu, Andy, Maximilian Von-Zedtwitz, Dimitris George Assimakopoulos, and Kiran Fernandes. "Organizational Culture and New Product Development: Implications for Product Safety Performance." Academy of Management Proceedings 2015, no. 1 (January 2015): 16129. http://dx.doi.org/10.5465/ambpp.2015.16129abstract.

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29

Yoo, Jae Kyun. "Differential Effects of a Firm's Product Development Experience for Product Performance." Academy of Management Proceedings 2021, no. 1 (August 2021): 15835. http://dx.doi.org/10.5465/ambpp.2021.15835abstract.

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30

Li, Yong-Hui, and Jing-Wen Huang. "Ambidexterity's mediating impact on product development proficiency and new product performance." Industrial Marketing Management 41, no. 7 (October 2012): 1125–32. http://dx.doi.org/10.1016/j.indmarman.2012.05.002.

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31

Tai, Yi-Ming. "Effects of product lifecycle management systems on new product development performance." Journal of Engineering and Technology Management 46 (October 2017): 67–83. http://dx.doi.org/10.1016/j.jengtecman.2017.06.001.

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32

A V, Sekhar, and M. Prabu. "The effects of Product Development, Product Promotion & Product Innovation initiatives on the product life-cycles." International Journal for Innovation Education and Research 9, no. 3 (March 1, 2021): 157–67. http://dx.doi.org/10.31686/ijier.vol9.iss3.2983.

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The paper is aimed at elucidating the measures that the marketers take to Develop & Promote products and do product differentiation through product innovations to manage favourably the product life cycles - fighting competition both for sustenance in the market and/or to enlarge market shares. They choose to create better and consistent customer awareness with emotional appeal on the one hand and add value to the products bringing in new or altered product features when needed to deliver enhanced benefits that the buyers in the market look for. That is, in order to give the products / brands prolonged life cycle, the marketers develop their products, do promotions and also product innovations (to add value to products for better performance, look & feel of them), in a bid to differentiate them from those other similar competing products/brands. Product life cycles are the captured performance graphs for the products, which could be considered as prescriptions for corrections of products and brands in their tangible and intangible features so as to make them spring back to perform to the levels. The paper thus focuses on the practices that the marketers undertake to do in order to win the hearts of the buyers. The larger objective of the paper is to throw light on all the initiatives of the marketers which they would do to match the customer preferences

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33

Al-Ashaab, Ahmed, Matic Golob, Usue Aliende Urrutia, Mathilde Gourdin, Christoph Petritsch, Mark Summers, and Abdulrahman El-Nounu. "Development and application of lean product development performance measurement tool." International Journal of Computer Integrated Manufacturing 29, no. 3 (July 16, 2015): 342–54. http://dx.doi.org/10.1080/0951192x.2015.1066858.

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34

Chen, Gang, Hong Chao Zhang, and Chang Yong Chu. "Decision Analysis in Sustainable Product Development." Advanced Materials Research 468-471 (February 2012): 370–73. http://dx.doi.org/10.4028/www.scientific.net/amr.468-471.370.

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As one of the main contributors to global environmental degradation, mechatronic industry must take the responsibility of improving the environmental performance of its products. Compared with further development of green technology, setting environmental protection willingly and seriously as one of the engineering optimization objectives are also important. This paper analyzes the decision making processes from the viewpoint of product life cycle and serves the purpose of reaching a balance between economic profit and environmental performance for each life cycle participator.

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35

Wang, Yufan, and Haili Zhang. "Achieving Sustainable New Product Development by Implementing Big Data-Embedded New Product Development Process." Sustainability 12, no. 11 (June 8, 2020): 4681. http://dx.doi.org/10.3390/su12114681.

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Literature suggests that new product development (NPD) has an impact on sustainable organizational performance. Yet, previous studies in NPD have mainly been based on “experience-driven”, not data-driven, decision-making in the NPD process. We develop a research model to examine how the big data-embedded NPD process affects the sustainable innovation performance of NPD projects. We test the proposed model and conduct the cross-national comparison using data collected on 1858 NPD projects in the United States of America (USA), the United Kingdom (UK), and Australia. The research findings suggest that big data-embedded business analysis, product design, and product testing increase sustainable innovation performance in all three countries. The study findings also reveal several surprising results: (1) in the USA, big data-embedded product testing has the highest effect on sales growth and gross margin, (2) in Australia, big data-embedded commercialization has the highest effect on sales growth and gross margin, and (3) in the UK, big data-embedded commercialization has the highest effect on second-year sales growth, first-year, and third-year gross margin; in addition, big data-embedded product testing has the highest effect on third-year sales growth and second-year gross margin.

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36

Julian, Craig C., Osman Mohamad, and Chutima Wangbenmad. "Examining market orientation, new product development and performance." J. for Global Business Advancement 13, no. 4 (2020): 431. http://dx.doi.org/10.1504/jgba.2020.112376.

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37

Hejazi, Amir, Nadia Bhuiyan, and Mohammed Othman. "Performance measurement of a lean product development process." Concurrent Engineering 28, no. 3 (September 2020): 198–209. http://dx.doi.org/10.1177/1063293x20958916.

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Over the past few years, organizations have faced pressure from stakeholders to implement lean principles in their product development processes. However, the existing methods are not capable of measuring the benefits of adopting lean initiatives in the product development process. This research aims to develop a performance measurement model that can measure the effects of implementing lean in the engineering process. Engineering effort is analyzed in order to identify hidden wastes (e.g. inventory in the form of information about product specifications or engineering errors) in the engineering process. The model has been implemented in a civil design process of an engineering consultant company to validate the general applicability of the new model. The implementation of the model provides visibility on the waste hidden in the engineering process and quantifies that waste. The most significant contribution of this research is the development of new performance metrics and a decomposition chart. Finally, performance metrics are properly linked and the model treats lean as a holistic system, quantitatively measuring performance at different organizational levels.

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38

DOSTALER, ISABELLE. "PRODUCT DEVELOPMENT PERFORMANCE: EVIDENCE FROM THE AEROSPACE INDUSTRY." Academy of Management Proceedings 2002, no. 1 (August 2002): A1—A6. http://dx.doi.org/10.5465/apbpp.2002.7517615.

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39

Kahn*, Kenneth B. "Market orientation, interdepartmental integration, and product development performance." Journal of Product Innovation Management 18, no. 5 (September 2001): 314–23. http://dx.doi.org/10.1111/1540-5885.1850314.

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40

Feng, Taiwen, and Dan Wang. "Supply chain involvement for better product development performance." Industrial Management & Data Systems 113, no. 2 (March 11, 2013): 190–206. http://dx.doi.org/10.1108/02635571311303532.

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41

Salavati, Mehran, Milad Tuyserkani, Seyyede Anahita Mousavi, Nafiseh Falahi, and Farshid Abdi. "Improving new product development performance by risk management." Journal of Business & Industrial Marketing 31, no. 3 (April 4, 2016): 418–25. http://dx.doi.org/10.1108/jbim-04-2013-0090.

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Purpose The principal aim of this study is to investigate the relationship between technological, marketing, organizational and commercialization risk management on new product development (NPD) performance. Design/methodology/approach Based on questionnaire, the data were collected from a sample of general automotive industry in Iran. Based on theoretical considerations, a model was proposed and descriptive statistic and hierarchical regression were used to measure the relationship between risk management factors and NPD performance. Findings Data analysis revealed that if organization can amplify their knowledge and information about risk and main factors that affect NPD process, not only can they do their work better but can also increase their ability to predict future happenings that affect performance. Research limitations/implications First, due to the relatively small sample size, caution should be exercised when interpreting the results. Second, the data were collected from automotive producer in Iran, which may restrict to some extent generalizability of the findings. Practical implications The results suggest that managers should consider more attention to risk management. If managers spread the risk management in all aspects of the NPD project, total performance will be increased and it can develop the probability of NPD success. Also organizations should perform great market research due to best commercialization. Originality/value Past researches have presented complete information about NPD process. But identifying and considering the effect of the risk management parameters that are connected to the NPD process were the main thrusts to perform the study. In this paper, based on past research about risk management of NPD, the extra aspect of process that can improve total performance of NPD has been examined.

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42

Syamil, Ahmad, William J. Doll, and Charles H. Apigian. "Process performance in product development: measures and impacts." European Journal of Innovation Management 7, no. 3 (September 2004): 205–17. http://dx.doi.org/10.1108/14601060410549892.

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43

Mohamad, Osman, Craig C. Julian, and Chutima Wangbenmad. "Examining market orientation, new product development and performance." J. for Global Business Advancement 13, no. 4 (2020): 431. http://dx.doi.org/10.1504/jgba.2020.10034558.

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44

Martinez Leon, Hilda C., Jennifer A. Farris, and Geert Letens. "Improving Product Development Performance Through Iteration Front-Loading." IEEE Transactions on Engineering Management 60, no. 3 (August 2013): 552–65. http://dx.doi.org/10.1109/tem.2012.2228205.

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45

Haque, Badr, and Mike James-Moore. "Performance measurement experiences in aerospace product development processes." International Journal of Business Performance Management 7, no. 1 (2005): 100. http://dx.doi.org/10.1504/ijbpm.2005.006246.

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46

Bix, Susanne, and Peter Witt. "Introducing Constraints to Improve New Product Development Performance." Research-Technology Management 63, no. 5 (September 2, 2020): 29–37. http://dx.doi.org/10.1080/08956308.2020.1790238.

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47

Lee, Chia-Ling, and Wen-Ying Wang. "Strategy, accountants’ activities and new product development performance." Advances in Accounting 50 (September 2020): 100487. http://dx.doi.org/10.1016/j.adiac.2020.100487.

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48

Cedergren, Stefan, Anders Wall, and Christer Norström. "Evaluation of performance in a product development context." Business Horizons 53, no. 4 (July 2010): 359–69. http://dx.doi.org/10.1016/j.bushor.2010.03.001.

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49

GREEN, KIMBERLY, and ROOPA RAMAN. "INNOVATION HIT RATE, PRODUCT ADVANTAGE, INNOVATIVENESS, AND FIRM PERFORMANCE." International Journal of Innovation Management 18, no. 05 (October 2014): 1450038. http://dx.doi.org/10.1142/s1363919614500388.

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This study investigates the average levels of product advantage and innovativeness across the products in the firm's new product development (NPD) portfolio. Launch rate is defined as the percentage of products with a "launch" versus a "discontinued" outcome. A dataset of drug development activity for 73 pharmaceutical companies for the period 1995–2006 supports a positive relationship between average advantage and launch rate and between average innovativeness and launch rate. The interaction of high advantage and high innovativeness reduces launch rate. The distribution of activity across knowledge categories in the development portfolio strengthens the positive relationship between advantage and firm profitability.

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50

SUOMALA, PETRI. "THE LIFE CYCLE DIMENSION OF NEW PRODUCT DEVELOPMENT PERFORMANCE MEASUREMENT." International Journal of Innovation Management 08, no. 02 (June 2004): 193–221. http://dx.doi.org/10.1142/s1363919604001039.

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This paper is concerned with comprehensive performance measurement (PM) of new product development (NPD). The idea of "life cycle conscious" NPD performance measurement is introduced by conducting a conceptual analysis combining product life cycle (PLC) thinking and NPD Performance Measurement (NPD PM). The empirical base of the paper is six case studies that focus on product life cycles and their characteristics within different industrial environments. The paper indicates that there are several ways that NPD PM would benefit from life cycle thinking. Life cycle orientation would provide companies with a feasible framework for constructing the performance measures of NPD, and the framework is likely to reduce the short-termism typically associated with NPD PM. In addition, life cycle could provide help for weighting the criteria and the measures utilized in NPD, for finding a balance for the measurement system, and for directing proper attention towards the comprehensive effects of new products.

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