AMBIGUITY REDUCTION IN NEW PRODUCT DEVELOPMENT PROJECTS

2008 ◽  
Vol 12 (04) ◽  
pp. 573-596 ◽  
Author(s):  
ERIC BRUN ◽  
ALF STEINAR SAETRE
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Development Projects ◽  
Essential Component ◽  
Fuzzy Front End ◽  
Front End ◽  
Deductive Method ◽  
Ambiguity Reduction

In this paper, we argue that ambiguity is an essential component of "fuzziness" in the Fuzzy Front End of New Product Development (NPD), and that a better understanding of how ambiguity emerges and is reduced, is called for. We explore the process by which ambiguity was reduced in four NPD projects, and propose a model that enhances our understanding of this process. Ambiguity arises as multiple interpretations, and interpretations can be understood as hypotheses, hence these can be tested by using the hypothetical-deductive method (HDM). We present a model showing that ambiguity in NPD projects is efficiently reduced by applying the HDM to test the multiple interpretations that give rise to ambiguity and the assumptions underlying these interpretations. We discuss theoretical implications and the usefulness of the model for practitioners of NPD.

Choice of consumer research methods in the front end of new product development

2013 ◽  
Vol 55 (1) ◽  
pp. 81-104 ◽  
Author(s):  
Mariëlle Creusen ◽  
Erik Jan Hultink ◽  
Katrin Eling
Keyword(s):  
Product Development ◽  
Research Methods ◽  
New Product Development ◽  
Consumer Research ◽  
New Product ◽  
Consumer Information ◽  
Online Questionnaire ◽  
Fuzzy Front End ◽  
Front End ◽  
Size Type

This study investigates the choice of consumer research methods in the fuzzy front end (FFE) of the new product development (NPD) process. First, it delivers an up-to-date overview of currently available consumer research methods for use in the FFE of NPD. Second, using an online questionnaire, we obtain insights into the use of these consumer research methods by B-to-C companies based in the Netherlands (N = 88, including many major multinational companies). Third, these companies provided the major reasons for choosing these methods, and specified the types of consumer information that they aim to gather using these methods. Finally, we investigate the influence of company size, type of products developed (durable/non-durable) and product newness on the use of these methods. Based on these findings, we build a contingency framework that helps companies to improve their choice of consumer research methods in the FFE, where consumer insights are most important for new product success.

The Fuzzy Front End: Concept Development in the Automotive Industry

2014 ◽  
Author(s):  
Christer W. Elverum ◽  
Torgeir Welo ◽  
Martin Steinert
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
Early Stage ◽  
Innovation Process ◽  
New Product ◽  
Product Development Process ◽  
Structured Interviews ◽  
Fuzzy Front End ◽  
Front End

The fuzzy front end (FFE) of new product development (NPD) is a term that refers to the early stages of the innovation process. This paper investigates the FFE in the automotive industry and addresses the challenges of working in this phase of the innovation process, as well as the academic definition of the FFE relative to the real world. Two parts of the innovation process have been identified and characterized as FFE: the concept-work within satellite front-end departments and the work within the pre-development phase of the vehicle new product development process. It has been identified that one of the greatest challenges related to working in the FFE is developing viable concepts that will “sell” internally. Estimating and conveying the overall value of the final product in terms of costs and customer benefits are two of the key elements that make it difficult to achieve internal “buy in”. Furthermore, it is argued that the most common academic perception of the FFE seem to be inadequate since it only concerns work that ends with a go/no-go decision whether to continue into development or not. Consequently, it fails to capture early-stage development work of transformational innovations, where the decision of development has already been made and the uncertainty is related to the execution of the work — and — not the outcome. Semi-structured interviews with a total of eleven employees at seven different automotive OEMs form the basis for the conclusions made herein.

STRATEGIC MANAGEMENT OF INNOVATION: MANAGING EXPLORATION-EXPLOITATION BY BALANCING CREATIVITY AND CONSTRAINT

2012 ◽  
Vol 09 (04) ◽  
pp. 1250025 ◽  
Author(s):  
ALF STEINAR SÆTRE ◽  
ERIC BRUN
Keyword(s):  
New Product Development ◽  
New Product ◽  
Development Projects ◽  
Successful Management ◽  
Fuzzy Front End ◽  
Management Of Innovation ◽  
Front End ◽  
Innovation Projects ◽  
Tolerance For Ambiguity ◽  
Exploration Exploitation

This paper offers a model for effectively managing ambiguity at the fuzzy front end of innovation projects. We conducted in-depth studies of four new product development projects from the medical device industry. Through the abductive process of iterative grounded theory we built a model of the management of ambiguity. The model we propose shows that innovation teams that have a higher tolerance for ambiguity are better able to exploit it. The successful management of ambiguity in innovation projects rests upon the balancing of opposing needs.

Sign in / Sign up

Export Citation Format

Share Document