scholarly journals New product development benchmarks: The Japanese, North American, and UK consumer electronics industries

2004 ◽  
Vol 15 (2) ◽  
pp. 249-265 ◽  
Author(s):  
Nick Oliver ◽  
Isabelle Dostaler ◽  
Emma Dewberry
2018 ◽  
Vol 10 (9) ◽  
pp. 3204 ◽  
Author(s):  
Marjan Leber ◽  
Andrea Ivanišević ◽  
Jelena Borocki ◽  
Mladen Radišić ◽  
Beata Ślusarczyk

Our paper analyzes close collaboration between a manufacturer of domestic appliances and consumer electronics and its customers. It reflects on the inclusion of open innovation by users that is presented in the paper on the case of the development of the refrigerator door handle, with an emphasis on design and functionality. The main research question we wanted to answer was whether a buyer (customer/consumer) might actively participate in the process of a new product development. It was interesting to test it in a highly dynamic industry setup since white goods are becoming an integral part of consumers’ life style and not just a mere home appliances used for routine housekeeping tasks. Research sample includes 146 respondents. We applied the conjoint analysis and quality function deployment (QFD) in order to test and understand how customers perceive the different attributes of a new product development process.


1987 ◽  
Vol 12 (1) ◽  
pp. 37-50 ◽  
Author(s):  
Brenda L. Rinholm ◽  
David A. Boag

The development of a new product requires the continuous collection, communication and analysis of information internal and external to a firm. Whether formal control procedures are the most effective method of collecting and communicating this information, however, is a topic of ongoing debate. This research describes new product development control practices and examines the relationships between the method of control (i.e. formal or informal) and innovation success in thirty-three North American technology-based companies. Results indicate that companies using formal control procedures view their methods as more successful, are more satisfied and define success more stringently than firms using informal methods of control.


1995 ◽  
Vol 97 (3) ◽  
pp. 12-17 ◽  
Author(s):  
Larry L. Hood ◽  
Raymond J. Lundy ◽  
Donald C. Johnson

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