PERSPECTIVE: Establishing an NPD Best Practices Framework

Abstract

Achieving NPD best practices is a top-of-mind issue for many new product development (NPD) managers and is often an overarching implicit, if not explicit, goal.The question is what does one mean when talking about NPD best practices? And how does a manager move toward achieving these?This article proposes a best practices framework as a starting point for muchneeded discussion on this topic. Originally presented during the 2004 Product Development Management Association (PDMA) Research Conference in Chicago, the article and the authors' presentation spurred a significant, expansive discussion that included all conference attendees. Given the interest generated, the decision was made to move forward on a series of rejoinders on the topic of NPD best practice, using the Kahn, Barczak, and Moss framework as a focal launching point for these rejoinders. A total of five rejoinders were received and accompany the best practices framework in this issue of JPIM. Each rejoinder brings out a distinct issue because each of the five authors has a unique perspective.

Understanding customers' holistic perception of switches in automotive human–machine interfaces

“…Providing the real product advantages that customers are demanding remains a challenge, despite the acknowledgement that early identification of customers' future needs is a vital stage of new product development (Griffin, 1997;Kahn et al, 2006;Williams and Kochhar, 2000). This may be partly explained by the changing relationship between producers and customers.…”

Customer perception of switch-feel in luxury sports utility vehicles

“…Since the 1980's numerous benchmarking studies have been conducted to identify best practice and common factors evident in successful companies. It has consistently been found that the extent to which customer research is used and integrated within an NPI process, together with a process that is firmly implemented, are two of the strongest discriminators between best and worst performing businesses (Cooper, Edgett, and Kleinschmidt, 2004, Cooper and Kleinschmidt, 1991, Griffin, 1997, Kahn, Barczak and Moss, 2006.…”

Gestão do pré-desenvolvimento de produto: estudo de casos na indústria de equipamentos médico-hospitalares

“…O estabelecimento de estratégias específicas para o PDP tem um impacto positivo no sucesso do novo produto, pois direciona os esforços e cria uma visão compartilhada pelos membros da equipe de desenvolvimento (COOPER et al, 2004b;GRIFFIN;KAHN, 2009 GARRET, 1997;ERNST, 2002;COOPER et al, 2004c;MOSS, 2006).…”

“…Pesquisadores e profissionais de empresas têm dado mais atenção às atividades do pré-desenvolvimento devido a seu impacto na qualidade, no tempo de conclusão do projeto e nos custos de desenvolvimento. Diversos autores discutiram a importância do pré-desenvolvimento para o sucesso dos novos produtos (COOPER; KLEINSCHMIDT, 1995;GRIFIN, 1997;WILEMON, 2002;ERNST, 2002;COOPER et al, 2004c; KAHN; BARCZAK; MOSS, 2006;BACKMAN;BORJESSON;STEN, 2007;WERWORN;HERSTATT;NAGAHIRA, 2008).…”