Winning at New Products: Accelerating the Process from Idea to Launch / Edition 3

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Overview

For over a decade, Winning at New Products has served as the bible for product developers everywhere. In this fully updated and expanded edition, Robert Cooper demonstrates with compelling evidence why consistent product development is so vital to corporate growth and how to maximize your chances of success. By any measure, most product concepts never make it to market, and of those that do, most fail. Winning at New Products cites the most recent research and showcases innovative practices at such industry leaders as 3M, Exxon Chemical, and Guinness to present a field-tested game plan for achieving product leadership. Cooper outlines specific strategies for assessing risk, marshalling the appropriate resources, engaging customers in the pre-development discovery phase, evaluating your project portfolio, ensuring true cross-functional collaboration, and, most importantly, applying a rigorous process for making sound business decisions at every step-from idea generation to launch.

A fully updated and revised edition of a proven and popular resource. With new success factors and new examples, this edition continues to provide up-to-date, practical, step-by-step guidelines for conceiving, developing, and successfully launching new consumer products.

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Product Details

  • ISBN-13: 9780738204635
  • Publisher: Basic Books
  • Publication date: 5/28/2001
  • Edition description: REVISED
  • Edition number: 3
  • Pages: 448
  • Product dimensions: 6.07 (w) x 9.30 (h) x 1.26 (d)

Meet the Author

Robert G. Cooper is a professor of marketing at McMaster University. Founder of the widely employed StageGate product development process, he lives in Oakville, Ontario. Scott J. Edgett is associate professor of marketing at McMaster University and director of the Product Development Institute. He lives in Ancaster, Ontario. Elko J. Kleinschmidt is professor of marketing and international business and director of the engineering and management program at McMaster University. He lives in Ancaster, Ontario.

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Table of Contents

Pareface
Ch. 1 Winning Is Everything 1
Ch. 2 New Products: Problems and Pitfalls 22
Ch. 3 What Separates the Winners from the Losers? 50
Ch. 4 Lessons for Success: The Critical Success Factors 83
Ch. 5 The New Product Process: The Stage-Gate Game Plan 113
Ch. 6 Discovery: The Quest for Breakthrough Ideas 154
Ch. 7 The Early Game: From Discovery to Development 178
Ch. 8 Picking the Winners: Effective Gates and Portfolio Management 213
Ch. 9 Development, Testing, and Validation 252
Ch. 10 The Final Play - Into the Market 279
Ch. 11 Implementing the Stage-Gate New Product Process in Your Company 310
Ch. 12 A Product Innovation and Technology Strategy for Your Business 352
App. A ProBE Benchmarking Tool 395
App. B The NewProd Model 397
Notes 399
Index 413
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Preface

This book is about product innovation - more specifically, about how to win in the new products game. In it, I outline a new product game plan or process for bringing new products to market successfully and quickly.

This is my second managerial book about product innovation. My first book, simply entitled Winning at New Products, was published in 1986. It was based largely on research work done from 1972 to 1985 into what made a new product a winner, and on some consulting projects that I had been involved in. Much to my surprise, the book had a profound impact on the way many companies approached product development. Major corporations in both Europe and North America adopted the prescriptions outlined in the book, and in particular focused on designing and implementing a new product process.

This current or second book shares a lot in common with the first book. We probe new product success factors and try to discover what makes a new product a winner. Then we translate these into an operational game plan for success. To a certain extent, then, this book represents an expansion of the first one. And for those of you who purchased the first edition and see certain similarities, I can only point out that there was much that was sound and useful in that book; and those people who had made use of that original book in their companies recommended that certain topics remain in this second book. They are still valuable lessons.

This book is more that just an "updating", however. There is much that is new in it. Indeed, it has been made necessary by all the progress we have made since 1986. The new product game plan was largely untested at the time the first book was written. Since then, we have "installed" it as a "stage-gate" system in a number of firms. And other firms have done so on their own. (My publisher informed me that one U.S. firm bought two thousand copies of the first book simply to get everyone that mattered on board the new approach.) One result of all this testing has been that the game plan has been modified and refined over the last six years: today it is simpler and more streamlined.

A second reason for writing this book is that, today, we have hard evidence that the game plan or stage-gate system really does work. We also have the experiences - both good and bad - of implementing the game plan in a number of firms. And here some of the lessons have been painful: that the implementation is far more difficult than the design of a process. And so a chapter is included that is devoted strictly to seemingly mundane, but in reality, absolutely crucial implementation issues.

Another reason for writing this second book is that we know a lot more about new product success factors than we did in 1986. Since the mid-1980's, our own research into product innovation practices had probed hundreds of firms and new product projects, seeking the keys to success. Many of the lessons for success included in this book are based on these more recent studies. And other researchers have undertaken similar studies into winning and losing at new products that the current book benefits from. We also have new practices - for example, Quality Function Deployment (introduced to the U.S. in 1986) and the use of lead users as idea sources - which are relatively recent concepts, and are included in this book.

Finally, there are some new issues that were not quite as prevalent in 1986, yet are front-and-center in this book. The first is the issue of speed. In the early-to-mid-1980's, we were mostly concerned about getting successful products to market. That seemed like the major challenge! Avoiding product failure was the goal. Now, the goal is twofold: success coupled with speed. The goal is to have winners, but to make sure they're speedy ones too! This quest for success and speed is topical; it's also dangerous, as many quick fixes and instant solutions have been proposed by various pundits and authors. To no one's surprise, some of these quick fixes have been poorly conceived and untested, and they do great disservice to companies. By contrast, the solutions proposed in this book's 1990 game plan are tested ones - based on hard evidence from research, as well as real live installations.

Another key issue of the 1990's is globalization, or the international new product effort. While this is not a major focus of the book, I do introduce some of our most recent findings on the international dimensions of product innovation and encourage readers to think in terms of a global new product process.

A number of people have helped me in the writing of this book. Professor Elko J. Kleinschmidt is both a friend and a colleague: together he and I conducted much of the research on new product success factors that is reported in the book. Robert Davis of the Procter & Gamble company provided valuable insights into product innovation over the years, and many of his thoughts appear in the book. He was also one of the drivers behind P&G's implementation of a stage-gate system. Similarly Richard Collette, manager of Polaroid's product delivery process, provided man thoughts on the implementation process.

Other business contacts have also been a great help, as they have adopted elements of my game plan and provided feedback. In alphabetical order, they are: Jens Arleth (private consultant in Denmark), Dr. Larry Gastwirt (formerly of Exxon Chemicals, now at the Stevens Institute), Dr. David Greenley and Dr. Steve Krzeminiski (both of Rohm and Haas), Erik Lahn Sorensen (Danish Technological Institute), Brian Lanahan (Corning), Dr. Mike Martin (Tremco), Paul O'Connor (The Adept Group), Alec Petit (private consultant in the U.K.), Don Sandford (formerly ICI-U.K., now president of ICAST, an R&D venture firm), Paul Seubert (Du Pont), Bill Smith (Du Pont), and Carol Urich (Polaroid).

I would also like to thank Richard Collette of Polaroid and Robert Davis of Procter & Gamble for reviewing the manuscript and providing superb feedback. Finally, thanks to my two daughters, who besides giving up many hours of "their" computer to me, also provided physical help: Heather, who helped with computer graphics for the artwork; and Barbara, who did some of the typing

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  • Anonymous

    Posted June 3, 2004

    Insightful!

    New products accelerate consumerism and a truly innovative launch can re-ignite corporate balance sheets, but new product attrition is high. For every seven new product ideas floated, about four enter development, one and a half are launched and only one succeeds (25% to 45% of new products flop). Yet intrepid corporations innovate and live to recount their tales to happy shareholders. The book presents every conceivable detail of the launch process ¿ evaluation, management, best practices, game plans and even the seemingly impossible, incorporating new ideas into corporate thinking. So, what are the shortcomings? Well, there¿s not enough service industry info and there is too much redundancy. Processes are listed, sub-processes are listed and sub-sub-processes, until the reader gets lost in lists and stages. Still, if you retain the energy to try, this book provides the theoretical and operational framework for launching new products. All you need is that billion dollar idea. We recommend this book to idea people in marketing, technology, R & D and sales.

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  • Anonymous

    Posted November 5, 2009

    No text was provided for this review.

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