Winning at New Products: Creating Value Through Innovation / Edition 4

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For more than two decades, Winning at New Products has served as the bible for product developers everywhere. In this fully updated and expanded edition, Robert G. Cooper demonstrates why consistent product development is so vital to corporate growth and how to maximize your chances of success. Winning at New Products cites the author’s most recent research and showcases innovative practices by industry leaders to present a field-tested game plan for achieving product leadership. Cooper outlines specific strategies for making sound business decisions at every step—from idea generation to launch.
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Product Details

  • ISBN-13: 9780465025787
  • Publisher: Basic Books
  • Publication date: 7/12/2011
  • Edition description: Fourth Edition
  • Edition number: 4
  • Pages: 408
  • Sales rank: 186,491
  • Product dimensions: 6.10 (w) x 9.10 (h) x 1.20 (d)

Meet the Author

Robert G. Cooper is a Professor of Marketing at the Michael G. DeGroote School of Business, McMaster University in Canada, and ISBM Distinguished Research Fellow at Penn State University’s Smeal College of Business Administration. He is the author of several books and was made a Fellow of the Product Development and Management Association in 1999. He lives in Oakville, Ontario.
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Table of Contents

Preface xiii

Chapter 1 The Innovation Challenge 1

The Challenge: How to Really Innovate 1

The Solution 4

The Four Innovation Vectors-the Innovation Diamond 6

New Products: The Key to Corporate Prosperity 9

Huge Amounts at Stake 14

Why So Much Innovation Today? 15

High Odds of Failure 17

Defining Newness and a "New Product" 20

The Path Forward 23

Chapter 2 Why New Products Win 26

The Invisible Success Factors 26

Why New Products Fail to Yield the Profits They Should 27

Seven Critical Success Drivers 31

Building the Success Drivers into Your Playbook 55

Chapter 3 Drivers of Success-Why the Best Innovators Excel 56

Seven Critical Success Drivers for the Business 56

Toward a Stage-Gate New-Product System 81

Chapter 4 The Stage-Gate® Idea-To-Launch System 83

What Is Stage-Gate? 83

Seven Goals of a New-Product Idea-to-Launch System 86

How to Manage Risk 94

A Best-Practice New-Product System 98

An Overview of the Stage-Gate System 102

Debunking the Myths About Stage-Gate-What Stage-Gate Is Not! 112

Built-in Success Drivers 116

Chapter 5 Next-Generation Stage-Gate®-How Companies Have Evolved and Accelerated the System 120

Global Inputs to Reinvent Stage-Gate 120

Scaled to Suit Different Risk Levels and Types of Projects 121

An Adaptable, Flexible, and Agile Process 127

Efficient, Lean, and No Waste 133

Metrics, Team Accountability, and Continuous Improvement 138

Stage-Gate for "Open Innovation" 142

Life Cycle Management and Stage-Gate 146

Automated Stage-Gate Systems 150

Common Errors in Designing a Next-Generation Stage-Gate System 152

Making It Work 154

Chapter 6 Discovery-The Quest for Breakthrough Ideas 156

A Shortage of Blockbuster New-Product Ideas 156

Where to Start? A Product Innovation and Technology Strategy 158

Set Up an Idea Capture and Handling System 159

The Sources of the Best Ideas 160

Voice-of-Customer Methods 161

Strategic Methods for Generating Ideas 172

Open Innovation as a Major Source of Ideas 181

Technology Development and Fundamental Research-Changing the Basis of Competition 186

Patent Mapping 187

Getting Great Ideas from Your Own Employees 187

Chapter 7 The Front-End Work-From Discovery to Development 192

The First Few Plays of the Game 192

On to Stage 1: Scoping 193

On to Stage 2: Build the Business Case 200

Undertake VoC Research: A User Needs-and-Wants Study 205

Do a Competitive Analysis 212

Revisit the Market Analysis-This Time in More Depth 215

Time for a Detailed Technical Investigation 215

Test the Concept with the Customer-Start the Spirals 217

Build In the Spirals 225

Business and Financial Analysis 226

Action Plans 228

On to Stage 3: Development 228

Chapter 8 Picking the Winners-Investing in the Right Projects 229

It's Tough to Make the Right Investment Decisions 229

Project Selection Is But One Component of Portfolio Management 232

The Tools to Use for Effective Gates and Portfolio Reviews 235

Maximizing the Value of Your Portfolio 235

Strategic Portfolio Management 250

Integrating the Governance Elements: Gating, Portfolio Reviews, and Road Maps 261

Data Integrity 262

Popularity and Effectiveness of Portfolio Methods 264

Recommendations for Portfolio Management 266

Chapter 9 Making the Gates Work-Gates with Teeth 268

Challenges at the Gates 268

Gates with Teeth-Learn to Drown Some Puppies 272

How Effective Gates Work 279

Tips and Hints in Gate Governance 286

Who Are the Gatekeepers? 289

How to Run Gates 291

Ways to Accelerate the Gates 296

Make the Gates Work! 297

Chapter 10 Development, Testing, and Launch 298

Parallel Actions During Stage 3: Development 298

Seek Customer Input Throughout the Development Stage 301

Shortening Development Times 304

On to Stage 4: Testing and Validation 308

Go for Launch 316

The Final Play-Stage 5: Into the Market 316

Chapter 11 Implementing Stage-Gate® In Your Business 330

Let's Go Do It 330

Designing and Implementing Stage-Gate 330

Stage 1 Laying the Foundation, an Innovation Performance Assessment 331

Stage 2 Designing (or Redesigning) Your Stage-Gate System 336

Stage 3 Implementing Stage-Gate-Change Management 340

Sustaining the Implementation Effort-Making It Stick 352

Ten Ways to Fail! 354

Moving Forward 355

Appendix A The Benchmarker™ Audit Tool 357

Appendix B The Navigator™ Stage-Gate System 359

Notes 361

Index 375

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