000 24651cam a2205737Ii 4500
001 160776
008 s2015 nyua b 001 0 eng
020 _a1259254348 (paperback)
020 _a9781259254345 (paperback)
040 _aMEf
_beng
_erda
049 _aTR-IsMEF
050 0 0 _aHF5415.153
_b.C72 2015
100 1 _aCrawford, C. Merle
_q(Charles Merle),
_d1924-,
_eauthor.
245 1 0 _aNew products management /
_cMerle Crawford, University of Michigan-Emeritus, Anthony Di Benedetto, Temple University.
250 _aEleventh edition, International edition.
264 1 _aNew York, NY :
_bMcGraw-Hill Education,
_c2015.
300 _axx, 588 pages :
_billustrations ;
_c24 cm
336 _atext
_2rdacontent
337 _aunmediated
_2rdamedia
338 _avolume
_2rdacarrier
504 _aIncludes bibliographical references and index.
520 _aWritten with a managerial focus, New Products Management 11e by Crawford and Di Benedetto is useful to the practicing new products manager. Along with the management approach, the perspective of marketing is presented throughout which enables the text to have a balanced view. The authors aim to make the book increasingly relevant to its users as this revision is considered to be a "new product." Many new examples, cases, and research along with the most current topics highlight the new edition of New Products Management.
650 0 _aNew products
_xManagement.
700 1 _aDi Benedetto, C. Anthony,
_eauthor.
900 _aMEF Üniversitesi Kütüphane katalog kayıtları RDA standartlarına uygun olarak üretilmektedir / MEF University Library Catalogue Records are Produced Compatible by RDA Rules
910 _aÇağlayan
942 _2lcc
_cBKS
_01
970 1 2 _tPart one Overview and opportunity identification/selection,
_p3.
970 1 2 _tChapter 1 The strategic elements of product development,
_p5.
970 0 1 _aSetting,
_p5.
970 1 2 _tThe importance of new products,
_p6.
970 1 2 _tGlobalization and new product development,
_p9.
970 1 2 _tHow product development is different,
_p11.
970 1 2 _tWhat is a new product, and what leads to success?,
_p14.
970 1 2 _tDoes this field of activity have a unique vocabulary?,
_p16.
970 1 2 _tDoes the field of new products offer careers?,
_p17.
970 1 2 _tThe strategic elements of product development,
_p18.
970 1 2 _tThe basic new products process,
_p19.
970 1 2 _tThe other strategic elements,
_p22.
970 1 2 _tProduct development in action,
_p23.
970 0 1 _aSummary,
_p24.
970 0 1 _aApplications,
_p24.
970 1 2 _tChapter 2 The new products process,
_p25.
970 0 1 _aSetting,
_p25.
970 1 2 _tThe procter&gamble cosmetics saga,
_p25.
970 1 1 _tThe product innovation charter (PIC),
_p26.
970 1 1 _tThe new products process,
_p27.
970 1 1 _tThe new product portfolio,
_p27.
970 1 1 _tSupporting the strategic elements: effective team management,
_p28.
970 1 1 _tWhat happened in that saga?,
_p28.
970 1 2 _tThe phases in the new products process,
_p29.
970 1 1 _tPhase 1: opportunity identification and selection,
_p30.
970 1 1 _tPhase 2: concept generation,
_p31.
970 1 1 _tPhase 3: concept/project evaluation,
_p31.
970 1 1 _tPhase 4: development,
_p32.
970 1 1 _tPhase 5: launch,
_p33.
970 1 2 _tEvaluation tasks throughout the new products process,
_p34.
970 1 2 _tSpeeding the product to market,
_p37.
970 1 1 _tRisks and guidelines in speending to market,
_p40.
970 1 2 _tWhat about new services?,
_p43.
970 1 2 _tNew-to-the-world products,
_p46.
970 1 2 _tThe role of the serial innovator,
_p48.
970 1 2 _tSpiral development and the role of prototypes,
_p50.
970 1 2 _tClosing thoughts about the new products process,
_p51.
970 0 1 _aSummary,
_p52.
970 0 1 _aApplications,
_p53.
970 1 1 _tCase: Lego,
_p53.
970 1 1 _tCase: Tastykake sensables,
_p55.
970 1 1 _tCase: The levacor heart pump,
_p57.
970 1 2 _tChapter 3 Opportunity identification and selection: strategic planning for new products,
_p60.
970 0 1 _aSetting,
_p60.
970 1 2 _tA product strategy for a "company within a company",
_p61.
970 1 2 _tNew product strategy inputs and identifying opportunities,
_p61.
970 1 1 _tProduct platform planning,
_p61.
970 1 1 _tOpportunity identification,
_p66.
970 1 1 _tNoncorporate strategic planning,
_p68.
970 1 1 _tMiscellaneous sources,
_p70.
970 1 2 _tThe product innovation charter,
_p70.
970 1 1 _tWhy have a PIC?,
_p72.
970 1 2 _tThe selection of the PIC,
_p74.
970 1 1 _tBackground section of the PIC,
_p74.
970 1 1 _tThe arena (area of focus) section of the PIC,
_p74.
970 1 1 _tGoals and objectives section of the PIC,
_p77.
970 1 1 _tSpecial guidelines section of the PIC,
_p77.
970 1 2 _tHow to prepare a product innovation charter,
_p80.
970 1 2 _tProduct portfolio analysis: the new product's strategic fit,
_p82.
970 0 1 _aSummary,
_p87.
970 0 1 _aApplications,
_p87.
970 1 1 _tCase: new product strategy at Kellogg,
_p88.
970 1 1 _tCase: the Honda element,
_p90.
970 1 2 _tPart two Concept generation,
_p95.
970 1 2 _tChapter 4 Creativity and the product concept,
_p97.
970 0 1 _aSetting,
_p97.
970 1 2 _tPreparation,
_p97.
970 1 1 _tThe product innovation charter,
_p97.
970 1 1 _tFinding the right people,
_p98.
970 1 1 _tManagement's role in creativity,
_p99.
970 1 1 _tActivities to encourage creativity,
_p101.
970 1 1 _tSpecial rewards,
_p103.
970 1 1 _tThe removal of roadblocks,
_p103.
970 1 2 _tThe product concept,
_p104.
970 1 1 _tThe designer decaf example,
_p107.
970 1 1 _tThe concept statement,
_p108.
970 1 2 _tTwo basic approaches,
_p110.
970 1 2 _tThe important sources of ready-made new product ideas,
_p111.
970 1 1 _tUser toolkits,
_p111.
970 1 1 _tCrowdsourcing,
_p114.
970 1 1 _tLead users,
_p115.
970 1 1 _tOpen innovation,
_p118.
970 0 1 _aSummary,
_p123.
970 0 1 _aApplications,
_p123.
970 1 1 _tCase: Pillsbury grands! Biscuit Sandwiches,
_p124.
970 1 1 _tCase: P&G CarpetFlick,
_p126.
970 1 1 _tCase: aquafresh white trays,
_p127.
970 1 2 _tChapter 5 Finding and solving customers' problems,
_p130.
970 0 1 _aSetting,
_p130.
970 1 2 _tThe overall system of internal concept generation,
_p130.
970 1 2 _tGathering the problems,
_p131.
970 1 1 _tInternal records,
_p132.
970 1 1 _tDirect inputs from technical and marketing departments,
_p132.
970 1 1 _tProblem analysis,
_p133.
970 1 1 _tScenario analysis,
_p141.
970 1 2 _tSolving the problems,
_p145.
970 1 1 _tGroup creativity,
_p145.
970 1 1 _tBrainstorming,
_p145.
970 1 1 _tElectronic brainstorming and computer-assisted creativity techniques,
_p146.
970 1 1 _tCreativity techniques,
_p146.
970 1 1 _tOnline communities,
_p147.
970 1 1 _tDisciplines panel,
_p149.
970 1 2 _tConcept generation techniques in action,
_p149.
970 0 1 _aSummary,
_p150.
970 0 1 _aApplications,
_p150.
970 1 1 _tCase: Campbell's IQ meals,
_p151.
970 1 1 _tCase: Earning organizational respect,
_p152.
970 1 2 _tChapter 6 Analytical attribute approaches: introduction and perceptual mapping,
_p154.
970 0 1 _aSetting,
_p154.
970 1 2 _tUnderstanding why customers buy a product,
_p154.
970 1 1 _tProducts are groups of attributes,
_p154.
970 1 1 _tAnalyzing product attributes for concept generation and evaluation,
_p156.
970 1 2 _tGAP analysis,
_p156.
970 1 1 _tDeterminant gap maps,
_p157.
970 1 1 _tPerceptual gap maps based on attribute ratings (AR),
_p158.
970 1 1 _tPerceptual gap maps based on overall similarities (OS),
_p164.
970 1 1 _tComments on gap analysis,
_p167.
970 0 1 _aSummary,
_p168.
970 0 1 _aApplications,
_p168.
970 1 1 _tCase: comparing smartphones (A),
_p169.
970 1 2 _tChapter 7 Analytical attribute approaches: trade-off analysis and qualitative techniques,
_p171.
970 0 1 _aSetting,
_p171.
970 1 2 _tTrade-off analysis,
_p171.
970 1 1 _tUsing trade-off analysis to generate concepts,
_p172.
970 1 1 _tA conjoint analysis application,
_p173.
970 1 1 _tIs conjoint the right method?,
_p177.
970 1 1 _tAlternatives to full-profile conjoint analysis,
_p178.
970 1 1 _tRecent modifications in conjoint analysis,
_p179.
970 1 1 _tVirtual prototypes in concept testing,
_p179.
970 1 2 _tQualitative techniques,
_p180.
970 1 1 _tDimensional analysis,
_p180.
970 1 1 _tChecklists,
_p182.
970 1 1 _tRelationships analysis,
_p183.
970 1 1 _tAbout the dimensions used in relationships analysis,
_p183.
970 1 1 _tTwo-dimensional matrix,
_p183.
970 1 1 _tMorphological or multidimensional matrix,
_p184.
970 1 2 _tAnalogy,
_p186.
970 0 1 _aSummary,
_p187.
970 0 1 _aApplications,
_p187.
970 1 1 _tCase: rubbermaid,
_p188.
970 1 2 _tPart three Concept/project evaluation,
_p191.
970 1 2 _tChapter 8 The concept evaluation system,
_p193.
970 0 1 _aSetting,
_p193.
970 1 2 _tWhat's going on in the new products process?,
_p193.
970 1 1 _tThe evaluation system for the basic new products process,
_p194.
970 1 1 _tProducts line considerations in concept evaluation,
_p197.
970 1 2 _tThe cumulative expenditures curve,
_p198.
970 1 1 _tThe risk/payoff matrix,
_p199.
970 1 1 _tThe decay curve,
_p200.
970 1 2 _tPlanning the evaluation system,
_p201.
970 1 1 _tEverything is tentative,
_p201.
970 1 1 _tPotholes,
_p202.
970 1 1 _tThe people dimension,
_p203.
970 1 1 _tSurrogates,
_p204.
970 1 2 _tThe A-T-A-R model,
_p205.
970 1 1 _tWhere do we get the figures for the A-T-A-R model?,
_p209.
970 1 1 _tFurther uses of the A-T-A-R model,
_p209.
970 0 1 _aSummary,
_p209.
970 0 1 _aApplications,
_p210.
970 1 1 _tCase: chipotle Mexican grill,
_p210.
970 1 1 _tCase: concept development corporation,
_p212.
970 1 2 _tChapter 9 concept testing,
_p214.
970 0 1 _aSetting,
_p214.
970 1 2 _tThe importance of up-front evaluations,
_p214.
970 1 2 _tThe product innovation charter,
_p215.
970 1 2 _tMarket analysis,
_p216.
970 1 2 _tInitial reaction,
_p216.
970 1 2 _tConcept testing and development,
_p217.
970 1 1 _tWhat is a new product concept?,
_p219.
970 1 1 _tThe purpose of concept testing,
_p219.
970 1 2 _tConsiderations in concept testing research,
_p221.
970 1 1 _tPrepare the concept statement,
_p221.
970 1 1 _tDefine the respondent group,
_p225.
970 1 1 _tSelect the response situation,
_p226.
970 1 1 _tPrepare the interviewing sequence,
_p227.
970 1 1 _tVariations,
_p228.
970 1 2 _tAnalyzing research results,
_p228.
970 1 1 _tIdentifying benefit segments,
_p228.
970 1 1 _tJoint space maps,
_p230.
970 1 1 _tPreference regression,
_p232.
970 1 2 _tConjoint analysis in concept testing,
_p233.
970 1 2 _tMarket research to support concept testing,
_p235.
970 0 1 _aConclusions,
_p238.
970 0 1 _aSummary,
_p238.
970 0 1 _aApplications,
_p239.
970 1 1 _tCase: Domino's,
_p240.
970 1 1 _tCase: Comparing smartphones (B),
_p242.
970 1 2 _tChapter 10 The full screen,
_p243.
970 0 1 _aSetting,
_p243.
970 1 2 _tPurpose of the full screen,
_p244.
970 1 2 _tThe scoring model,
_p246.
970 1 1 _tIntroduction to scoring models,
_p246.
970 1 1 _tThe screening procedure,
_p247.
970 1 1 _tProfile sheet,
_p252.
970 1 2 _tA screening model based on project newprod,
_p253.
970 1 2 _tThe analytic hieararchy process,
_p255.
970 1 2 _tSpecial aspects,
_p258.
970 0 1 _aSummary,
_p258.
970 0 1 _aApplications,
_p259.
970 1 1 _tCase: logitech (A),
_p259.
970 1 2 _tChapter 11 sales forecasting and financial analysis,
_p262.
970 0 1 _aSetting,
_p262.
970 1 2 _tSales forecasting for new products,
_p263.
970 1 2 _tForecasting sales using traditional methods,
_p264.
970 1 2 _tForecasting sales using purchase intentions,
_p266.
970 1 2 _tForecasting sales using the A-T-A-R model,
_p267.
970 1 2 _tTechniques for forecasting product diffusion,
_p269.
970 1 2 _tObservations on forecasting models,
_p271.
970 1 2 _tProblems with sales forecasting,
_p272.
970 1 1 _tSummary of the problems,
_p273.
970 1 2 _tActions by managers to handle these problems,
_p274.
970 1 1 _tImprove the new product process currently in use,
_p274.
970 1 1 _tUse the life cycle concept of financial analysis,
_p274.
970 1 1 _tReduce dependence on poor forecasts,
_p275.
970 1 2 _tReturn to the PIC,
_p280.
970 0 1 _aSummary,
_p283.
970 0 1 _aApplications,
_p283.
970 1 1 _tCase: bay city electronics,
_p284.
970 1 2 _tChapter 12 product protocol,
_p291.
970 0 1 _aSetting,
_p291.
970 1 2 _tThe product protocol,
_p292.
970 1 2 _tPurposes of the protocol,
_p294.
970 1 2 _tProtocol's specific contents,
_p296.
970 1 1 _tTarget market,
_p298.
970 1 1 _tPositioning,
_p298.
970 1 1 _tCompetitive comparisons and augmentation dimensions,
_p301.
970 1 1 _tOther components of the product protocol,
_p301.
970 1 2 _tProtocol and the voice of the customer,
_p302.
970 1 1 _tHearing the voice of the customer,
_p302.
970 1 2 _tProtocol and quality function deployment (QFD),
_p305.
970 1 1 _tQFD and the house of quality,
_p305.
970 1 1 _tOutcomes of QFD,
_p309.
970 1 2 _tSome warnings about the difficulty of the protocol process,
_p311.
970 0 1 _aSummary,
_p312.
970 0 1 _aApplications,
_p312.
970 1 1 _tCase: Fisher & Paykel,
_p313.
970 1 1 _tCase: DuPont,
_p315.
970 1 1 _tCase: Logitech (B),
_p317.
970 1 2 _tPart four Development,
_p319.
970 1 2 _tChapter 13 Design,
_p323.
970 0 1 _aSetting,
_p323.
970 1 2 _tWhat is design?,
_p324.
970 1 2 _tDesign-driven innovation,
_p324.
970 1 2 _tThe role of design in the new products process,
_p325.
970 1 1 _tContributions of design to new product goals,
_p325.
970 1 2 _tProduct architecture,
_p331.
970 1 1 _tA process for product architecture,
_p331.
970 1 1 _tProduct architecture and product platforms,
_p333.
970 1 2 _tIndustrial design and the industrial designer,
_p333.
970 1 2 _tPrototype development,
_p334.
970 1 2 _tManaging the interfaces in the design process,
_p336.
970 1 2 _tImproving the interfacces in the design process,
_p339.
970 1 2 _tComputer-aided design and design for manufacturability,
_p340.
970 1 2 _tContinuous improvement in design,
_p342.
970 0 1 _aSummary,
_p343.
970 0 1 _aApplications,
_p343.
970 1 1 _tCase: the mini,
_p344.
970 1 1 _tCase: palm pilot,
_p345.
970 1 1 _tCase: Gilette Mach3 and fusion,
_p348.
970 1 2 _tChapter 14 Development team management,
_p351.
970 0 1 _aSetting,
_p351.
970 1 2 _tWhat is a team?,
_p351.
970 1 2 _tStructuring the team,
_p352.
970 1 1 _tAnother look at projectization,
_p355.
970 1 2 _tBuilding a team,
_p356.
970 1 1 _tEstablishing a culture of collaboration,
_p356.
970 1 1 _tThe team assignment and ownership,
_p357.
970 1 1 _tSelecting the leader,
_p358.
970 1 1 _tSelecting the team members,
_p359.
970 1 1 _tRoles and participants,
_p360.
970 1 1 _tNetwork building,
_p363.
970 1 1 _tTraining the teams,
_p363.
970 1 2 _tManaging the team,
_p364.
970 1 1 _tCross-functional interface management,
_p364.
970 1 1 _tOvercoming barriers to market orientation,
_p367.
970 1 1 _tOngoing management of the team,
_p368.
970 1 1 _tTeam compensation and motivation,
_p368.
970 1 1 _tClosing the team down,
_p370.
970 1 2 _tVirtual teams,
_p370.
970 1 2 _tManaging globally dispered teams,
_p372.
970 0 1 _aSummary,
_p376.
970 0 1 _aApplications,
_p376.
970 1 1 _tCase: provo craft,
_p377.
970 1 1 _tCase: Ford fusion,
_p378.
970 1 2 _tChapter 15 product use testing,
_p381.
970 0 1 _aSetting,
_p381.
970 1 2 _tThe role of marketing during development,
_p382.
970 1 1 _tMarketing is involved from the beginning of the process,
_p382.
970 1 1 _tMarketing ramp-up, or the "i thin we're got it" phase,
_p383.
970 1 2 _tWhy do product use testing?,
_p384.
970 1 2 _tIs product use testing really necessary?,
_p384.
970 1 1 _tAre these arguments correct?,
_p385.
970 1 2 _tKnowledge gained from product use testing,
_p387.
970 1 1 _tPre-use sense reactions,
_p387.
970 1 1 _tEarly use experiences,
_p388.
970 1 1 _tAlpha and beta tests,
_p388.
970 1 1 _tGamma testing,
_p390.
970 1 1 _tDiagnostic information,
_p391.
970 1 2 _tDecisions in product use testing,
_p391.
970 1 1 _tWho should be in the user group?,
_p391.
970 1 1 _tHow should we reach the user group?,
_p392.
970 1 1 _tShould we disclose our identity?,
_p393.
970 1 1 _tHow much explanation should we provide?,
_p393.
970 1 1 _tHow much control over product use should there be?,
_p393.
970 1 1 _tHow should the test be conducted?,
_p394.
970 1 1 _tOver what time period should the test be conducted?,
_p395.
970 1 1 _tWhat should be the source of the product beign tested?,
_p396.
970 1 1 _tHow should we record respondents' reactions?,
_p397.
970 1 1 _tHow should we interpret the figures we get?,
_p398.
970 1 1 _tWho should do the product use test?,
_p398.
970 1 2 _tSpecial problems,
_p399.
970 1 1 _tDon't change the data just because they came out wrong,
_p399.
970 1 1 _tBe alert to strange conditions,
_p399.
970 1 1 _tWhat if we have to go ahead without good use testing?,
_p399.
970 0 1 _aSummary,
_p399.
970 0 1 _aApplications,
_p400.
970 1 1 _tCase: product use testing for new consumer nondurables,
_p401.
970 1 2 _tPart five Launch,
_p403.
970 1 2 _tChapter 16 strategic launch planning,
_p406.
970 0 1 _aSetting,
_p406.
970 1 2 _tThe strategic givens,
_p407.
970 1 2 _tRevisiting the strategic goals,
_p408.
970 1 2 _tStrategic platform decisions,
_p409.
970 1 1 _tType of demand sought,
_p409.
970 1 1 _tPermanence,
_p410.
970 1 1 _tAggressiveness,
_p411.
970 1 1 _tCompetitive advantage,
_p411.
970 1 1 _tProduct liine replacement,
_p411.
970 1 1 _tCompetitive relationship,
_p413.
970 1 1 _tScope of market entry,
_p413.
970 1 1 _tImage,
_p413.
970 1 2 _tThe target market decision,
_p413.
970 1 1 _tAlternative ways to segment a market,
_p414.
970 1 1 _tTargeting may also use diffusion of innovation,
_p418.
970 1 2 _tProduct positioning,
_p420.
970 1 2 _tCreating unique value for the chosen target,
_p422.
970 1 2 _tBranding and brand management,
_p424.
970 1 1 _tTrademarks and registration,
_p424.
970 1 1 _tWhat is a good brand name?,
_p426.
970 1 1 _tBrand equity and branding strategies,
_p432.
970 1 1 _tGlobal branding and positioning: standardize or adapt?,
_p433.
970 1 1 _tGlobal brand leadership,
_p434.
970 1 2 _tPackaging,
_p435.
970 1 1 _tThe role of packaging,
_p435.
970 1 1 _tThe packaging decision,
_p435.
970 0 1 _aSummary,
_p436.
970 0 1 _aApplications,
_p437.
970 1 1 _tCase: wii,
_p437.
970 1 1 _tCase: iridium,
_p439.
970 1 1 _tCase: comparing smartphones (C),
_p440.
970 1 2 _tChapter 17 Implementation of the strategic plan,
_p441.
970 0 1 _aSetting,
_p441.
970 1 2 _tThe launch cycle,
_p441.
970 1 1 _tPrelaunch and preannouncement,
_p441.
970 1 1 _tAnnouncement, beachhead and early growth,
_p444.
970 1 2 _tLean launch and launch timing,
_p445.
970 1 2 _tLaunch tactics,
_p447.
970 1 1 _tThe communications plan,
_p447.
970 1 1 _tThe copy strategy statement,
_p449.
970 1 1 _tPersonal setting,
_p449.
970 1 2 _tAlliances,
_p450.
970 1 2 _tA-T-A-T requirements,
_p451.
970 1 1 _tAwareness,
_p451.
970 1 1 _tStocking and availability,
_p452.
970 1 1 _tTrial,
_p454.
970 1 1 _tRepeat purchase,
_p457.
970 0 1 _aSummary,
_p458.
970 0 1 _aApplications,
_p458.
970 1 1 _tCase: Hulu,
_p459.
970 1 1 _tCase: Dodge nitro,
_p461.
970 1 2 _tChapter eighteen Market testing,
_p464.
970 0 1 _aSetting,
_p464.
970 1 2 _tThe market testing decision,
_p464.
970 1 1 _tWhen is the decision made?,
_p465.
970 1 1 _tIs this an easy decision to make?,
_p465.
970 1 1 _tMarket tests must have teeth,
_p466.
970 1 1 _tThe factors for deciding whether to market test,
_p468.
970 1 2 _tMethods of market testing,
_p470.
970 1 1 _tPseudo sale,
_p470.
970 1 1 _tControlled sale,
_p470.
970 1 1 _tFull sale,
_p471.
970 1 2 _tPseudo sale methods,
_p471.
970 1 1 _tSpeculative sale,
_p472.
970 1 1 _tSimulated test market,
_p473.
970 1 2 _tControlled sale methods,
_p476.
970 1 1 _tInformal selling,
_p476.
970 1 1 _tDirect marketing,
_p477.
970 1 1 _tMinimarkets,
_p477.
970 1 1 _tScanner market testing,
_p479.
970 1 2 _tFull sale methods,
_p480.
970 1 1 _tTest marketing,
_p480.
970 1 1 _tThe rollout,
_p484.
970 1 2 _tWrap-up on market testing methodologies,
_p488.
970 0 1 _aSummary,
_p488.
970 0 1 _aApplications,
_p489.
970 1 1 _tCase: PepsiCo-Pepsi-Kona and Pepsi one,
_p489.
970 1 2 _tChapter 19 Launch management,
_p492.
970 0 1 _aSetting,
_p492.
970 1 2 _tWhat we mean by launch management,
_p492.
970 1 2 _tThe launch management system,
_p493.
970 1 1 _tStep one: spot potential problems,
_p494.
970 1 1 _tStep two: select the control events,
_p498.
970 1 1 _tStep three: develop contingency plans,
_p499.
970 1 1 _tStep four: design the tracking system,
_p500.
970 1 2 _tEffective innovation metrics,
_p504.
970 1 2 _tA sample launch management plan,
_p506.
970 1 2 _tLaunch management and knowledge creation,
_p506.
970 1 2 _tProduct failure,
_p509.
970 0 1 _aSummary,
_p511.
970 0 1 _aApplications,
_p512.
970 1 1 _tCase: Levitra,
_p512.
970 1 2 _tChapter 20 public policy issues,
_p515.
970 0 1 _aSetting,
_p515.
970 1 2 _tBigger picture: a cycle of concerns,
_p515.
970 1 1 _tPhase I: stirring,
_p516.
970 1 1 _tPhase II: trial support,
_p517.
970 1 1 _tPhase III: the political arena,
_p517.
970 1 1 _tPhase IV: regulatory adjusment,
_p518.
970 1 2 _tBusiness attitudes toward product issues,
_p518.
970 1 2 _tCurrent problem areas,
_p518.
970 1 2 _tProduct liability,
_p519.
970 1 1 _tTypology of injury sources,
_p519.
970 1 1 _tThe four legal bases for product liability,
_p521.
970 1 1 _tOther legislation,
_p523.
970 1 2 _tPlanning for the product recall,
_p524.
970 1 1 _tPrior to the recall,
_p524.
970 1 1 _tDuring the recall,
_p524.
970 1 1 _tAfter the recall,
_p524.
970 1 2 _tAttempts at standardization and clarification,
_p525.
970 1 2 _tEnvironmental needs,
_p525.
970 1 2 _tProduct piract,
_p528.
970 1 2 _tWorthy products,
_p529.
970 1 2 _tMorality,
_p530.
970 1 2 _tDesignings products for emerging markets,
_p530.
970 1 2 _tPersonal ethics,
_p532.
970 1 2 _tThe underlying residual issues,
_p533.
970 1 2 _tWhat are new products managers doing about all this?,
_p534.
970 1 1 _tStrategy and policy,
_p534.
970 1 1 _tControl systems,
_p534.
970 1 1 _tProduct testing,
_p534.
970 1 1 _tMarketing and market testing,
_p534.
970 1 1 _tCustomer education and external affairs,
_p535.
970 0 1 _aSummary,
_p535.
970 0 1 _aApplications,
_p536.
970 1 1 _tCase: clorox green works,
_p536.
970 1 1 _tCase: hybrid or hydrogen vehicles at general motors?,
_p539.
970 1 1 _tCase: product (RED),
_p541.
970 1 1 _tAppendix A sources of ideas already generated,
_p543.
970 1 1 _tAppendix B other techniques of concept generation,
_p549.
970 1 1 _tAppendix C the marketing plan,
_p559.
970 1 1 _tAppendix D guidelines for evaluating a new products program,
_p565.
970 0 1 _aIndex,
_p569.
999 _c5265
_d5265
003 KOHA