Customer Needs in Market-Driven Product Development: Product Management and R&amp;amp;D Standpoints

Majava, Jukka; Nuottila, Jouko; Haapasalo, Harri; Law, Kris M. Y.

doi:10.4236/ti.2014.51003

Cited by 17 publications

(11 citation statements)

References 24 publications

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“…Dedicated multidisciplinary groups of people can potentially help R&D and enhance the required co-operation with operational business teams and functions such as marketing and sales, operations and services [1] [27]- [30]. Product portfolio management can ensure that major decisions about product development will follow the top management guidelines [21].…”

Section: Introductionmentioning

confidence: 99%

Product Portfolio Management—Governance for Commercial and Technical Portfolios over Life Cycle

Tolonen¹,

Härkönen²,

Haapasalo³

2014

Self Cite

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Companies face an important question on whether they should allow product portfolio renewal to occur without interference by merely adding new products, or should the renewal be governed based on strategic and financial targets over life cycle? New product development phase is well covered in the product portfolio management (PPM) context, but later product life cycle phases are not covered well in this context. Neither are the different product structure levels adequately taken into account, instead the current PPM only discusses the "product" in general terms. Based on analysing the portfolio related practical challenges in ten case companies, and realising the deficiencies of current PPM theory motivated this explorative multiple case study. The principal results of this study involve revealing the need for a new potential PPM governance model that enables managing commercial and technical product portfolios over life cycle phases. A governance model framework, based on horizontal and vertical portfolios managed by two centralised teams, is proposed. Based on the data, and views of industrial experts, the created new PPM governance model has potential to aid business managers in understanding PPM as an entity that has a role in managing existing product portfolios and their renewal based on commercial and technical portfolios over life cycle as collaboration between business and engineering teams in all organisational levels.

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Section: Introductionmentioning

confidence: 99%

Product Portfolio Management—Governance for Commercial and Technical Portfolios over Life Cycle

Tolonen¹,

Härkönen²,

Haapasalo³

2014

Self Cite

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“…Common fact is that most salient stakeholder for any market-driven product development is customer. Customer can be seen as a definitive stakeholder whose requirements must be identified and perceived by product management for new product success [32]. In case of complex ICT products, the requirements of internal stakeholders must be perceived too to avoid developing fuzzy offering which results problems in operations, such as testing and after sales services [33].…”

Section: Results and Analysismentioning

confidence: 99%

Analyzing Internal Stakeholders’ Salience in Product Development

Kinnunen¹,

Aapaoja²,

Haapasalo³

2014

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Many companies apply Design for X principles to consider production and product lifecycle cost implications in the early phase of product development. In these companies, representatives of different Design for X disciplines form a specific group of internal stakeholders. This single case study constructs a stakeholder salience assessment framework and uses the framework to analyze internal stakeholders' salience in product development in the case company. As the main result, the compared stakeholders are sequenced and their relative saliences are valued and visualized. In that single case, product management representatives perceived Design for Testing as clearly the most salient stakeholder being four times more salient than Design for Packaging. The framework and assessment procedure are applicable to use in other contexts and companies. This study exemplifies usage of the framework but the results are not generalizable. After salience assessment a company may take corrective actions to increase or decrease the salience of specific stakeholder group, to disband an internal stakeholder group, to consolidate some stakeholder groups together, or to segregate a Design for X group into several groups. The novel approach of this study is to apply the stakeholder salience assessment framework in product development context.

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“…Many authors agree that the most salient stakeholder should be the customer [6,19], since the market is composed by this entity. Actually, according to Jobber and Ellis-Chadwick [20], meeting the objectives of stakeholders is achieved by satisfying customers, hence emphasizing the concept of customer orientation.…”

Section: Players As Customersmentioning

confidence: 99%

Factors determining player drop-out in Massive Multiplayer Online Games

Lebres

Rita

Moro

2018

Entertainment Computing

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A large number of people worldwide play free-to-play Massive Multiplayer Online Games (MMOGs) on a regular basis. Considering the significant amount of investment required in the early phases of game development, product managers aiming to quickly attract players deploy several in-game premium features which can be purchased by players willing to leverage their gaming experience. When the gap of advantage between premium and non-premium players is quite noticeable, it may lead to the lack of game fairness, resulting in players dropping out. This study aims at understanding the relevance of the drop-out factors that can be controlled by product managers, with an emphasis on game fairness when compared to other factors. A survey was sent to English-speaking communities of a MMOG. Results show that 53.9% of the variation in dropping-out is explained by the significant predictors analyzed: latency/performance issues, in-game features, community, service/support team and game fairness. Latency/performance issues and game fairness are the most relevant drop-out factors. By focusing on drop-out factors that can be controlled by product managers, this research contributes for decision making in the development of free-to-play MMOGs.

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Customer Needs in Market-Driven Product Development: Product Management and R&D Standpoints

Cited by 17 publications

References 24 publications

Product Portfolio Management—Governance for Commercial and Technical Portfolios over Life Cycle

Product Portfolio Management—Governance for Commercial and Technical Portfolios over Life Cycle

Analyzing Internal Stakeholders’ Salience in Product Development

Factors determining player drop-out in Massive Multiplayer Online Games

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