Why is it that some firms introduce distinctive new products time and time again, when so many other firms are far less able to generate new products? More specifically, some firms, while strong in product design, fail to gain commercial reward, but their more successful counterparts exhibit the right mix of capabilities in implementation, manufacturing, and distribution as well as product design. Much current management thought addresses developing single products as rapidly as possible. Product development when seen from this perspective has two essential problems: redundancy of both technical and marketing effort and lack of long-term consistency and focus. We will argue for a broader approach to managing new products.
Concentrating at the level of the product family, and more specifically on the development and sharing of key components and assets within a product family, is the vital issue. The benefit of examining elements shared by products within a family is that firms will then develop the foundation for a range of individual product variations. At an even broader level, one can examine relationships between product families themselves to achieve even greater commonality in both technologies and marketing. For an existing product family, renewal is achieved by integrating the best components in new structures or proprietary designs to better serve evolving customer needs. Integration improves all products within the family. Diversification can be achieved by... To read the complete article, login or sign-up using the form below.
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