INNOVATION MANAGEMENT AND NEW PRODUCT DEVELOPMENT

Trott, Paul (2017) INNOVATION MANAGEMENT AND NEW PRODUCT DEVELOPMENT. Pearson.

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Abstract

Part One Innovation management 1 1 Innovation management: an introduction 2 The importance of innovation 4 The study of innovation 7 Two traditions of innovation studies: Europe and the USA 9 Recent and contemporary studies 10 The need to view innovation in an organisational context 11 Individuals in the innovation process 12 Problems of definition and vocabulary 12 Entrepreneurship 13 Design 13 Innovation and invention 15 Successful and unsuccessful innovations 16 Different types of innovation 17 Technology and science 18 Popular views of innovation 20 Models of innovation 21 Serendipity 21 Linear models 22 Simultaneous coupling model 23 Architectural innovation 24 Interactive model 24 Innovation life cycle and dominant designs 25 Open innovation and the need to share and exchange knowledge (network models) 26 Doing, using and interacting (DUI) mode of innovation 27 Discontinuous innovation – step changes 28 Innovation as a management process 30 A framework for the management of innovation 30 New skills 33 Innovation and new product development 34 Case study: Has the Apple innovation machine stalled? 35 v vi Chapter summary 41 Discussion questions 42 Key words and phrases 42 References 42 Further reading 46 2 National systems of innovation and entrepreneurship 48 Innovation in its wider context 50 The role of the state and national ‘systems’ of innovation 52 Why firms depend on the state for so much 52 How national states can facilitate innovation 53 National scientific capacity and R&D offshoring 56 The impact of the economic crisis on innovation 56 Fostering innovation in the United States and Japan 56 Triple Helix of university–industry–government relationships that drives innovation 57 The right business environment is key to innovation 59 Waves of innovation and growth: historical overview 59 Fostering innovation in ‘late-industrialising’ countries 62 Innovation within the 28 European Union states 63 Improving the innovation performance of the EU 65 Entrepreneurship 68 Entrepreneurship and innovation 69 Defining entrepreneurship 71 Technological entrepreneurship: a question of context 73 Science and technology policy 74 Small and medium-sized enterprise 74 Innovation policy 75 Entrepreneurship policy 76 Case study: Pizza delivery with unmanned drones 76 Chapter summary 81 Discussion questions 81 Key words and phrases 82 Websites worth visiting 82 References 82 Further reading 85 3 Market adoption and technology diffusion 86 Time lag between innovation and useable product 88 Innovation and the market 88 Innovation and market vision 89 Analysing internet search data to help adoption and forecasting sales 89 Innovative new products and consumption patterns 89 Contents vi vii Contents Marketing insights to facilitate innovation 91 Lead users 93 Users as innovators in the virtual world 95 Crowdsourcing for new product ideas 95 Frugal innovation and ideas from everywhere 97 Innovation diffusion theories 98 Beacon products 100 Seasonality in innovation diffusion 102 The Bass Diffusion Model 102 Adopting new products and embracing change 102 Market adoption theories 104 Case study: How three students built a business that could affect world trade 104 Chapter summary 110 Discussion questions 111 Key words and phrases 111 References 111 Further reading 113 4 Managing innovation within firms 116 Organisations and innovation 118 The dilemma of innovation management 118 Innovation dilemma in low technology sectors 119 Dynamic capabilities 120 Managing uncertainty 120 Pearson’s uncertainty map 121 Applying the uncertainty map in practice 123 Managing innovation projects 124 Organisational characteristics that facilitate the innovation process 126 Growth orientation 129 Organisational heritage and innovation experience 130 Vigilance and external links 130 Commitment to technology and R&D intensity 130 Acceptance of risks 131 Cross-functional cooperation and coordination within organisational structure 131 Receptivity 131 Space for creativity 131 Strategy towards innovation 132 Diverse range of skills 132 Industrial firms are different: a classification 133 Organisational structures and innovation 135 Formalisation 136 Complexity 136 Centralisation 137 Organisational size 137 The role of the individual in the innovation process 137 IT systems and their impact on innovation 138 vii viii Contents Management tools for innovation 141 Innovation management tools and techniques 141 Applying the tools and guidelines 144 Innovation audit 144 Case study: Gore-Tex® and W.L. Gore & Associates: an innovative company and a contemporary culture 145 Chapter summary 149 Discussion questions 150 Key words and phrases 150 References 150 Further reading 153 5 Operations and process innovation 154 Operations management 156 The nature of design and innovation in the context of operations 157 Design requirements 158 Design and volumes 160 Craft-based products 162 Design simplification 163 Reverse engineering 163 Process design 164 Process design and innovation 166 The relationship between product and process innovation 168 Managing the manufacturing: R&D interface in process industries 168 Stretch: how innovation continues once investment is made 168 Innovation in the management of the operations process 169 Triggers for innovation 170 Design of the organisation and its suppliers: supply chain management 175 Business process re-engineering (BPR) 178 Lean innovation 179 Case study: Innovation on the production line 180 Chapter summary 184 Discussion questions 184 Key words and phrases 185 References 185 Further reading 186 6 Managing intellectual property 188 Intellectual property 190 Trade secrets 193 An introduction to patents 193 Novelty 195 Inventive step 195 Industrial applications 195 ix Contents Exclusions from patents 196 The patenting of life 196 The configuration of a patent 198 Patent harmonisation: first to file and first to invent 198 Some famous patent cases 199 Patents in practice 200 Expiry of a patent and patent extensions 201 Patent extensions 202 The use of patents in innovation management 203 Patent trolls 203 Do patents hinder or encourage innovation? 204 Alternatives to patenting 205 Trademarks 207 Satisfy the requirements of section 1(1) 208 Be distinctive 209 Not be deceptive 209 Not cause confusion 210 Brand names 210 Using brands to protect intellectual property 210 Exploiting new opportunities 211 Brands, trademarks and the internet 212 Duration of registration, infringement and passing off 212 Registered designs 213 Copyright 214 Remedy against infringement 216 Damages 216 Injunction 216 Accounts 216 Counterfeit goods and IP 216 Case study: Pricing, patents and profits in the pharmaceutical industry 218 Chapter summary 221 Discussion questions 222 Key words and phrases 222 References 222 Further reading 224 Part Two Turning technology into business 225 7 Managing organisational knowledge 226 The Battle of Trafalgar 228 Technology trajectories 229 The acquisition of firm-specific knowledge 230 The resource-based perspective 230 Dynamic competence-based theory of the firm 231 Developing firm-specific competencies 233 x Competencies and profits 234 Technology development and effort required 235 The knowledge base of an organisation 236 The whole can be more than the sum of the parts 237 Organisational heritage 237 When the performance of the organisation is greater than the abilities of individuals 238 Characterising the knowledge base of the organisation 239 The learning organisation 241 Innovation, competition and further innovation 242 Dominant design 244 How firms cope with radical and incremental innovation 244 Developing innovation strategies 248 Leader/offensive 249 Fast follower/defensive 250 Cost minimisation/imitative 250 Market segmentation specialist/traditional 250 A technology strategy provides a link between innovation strategy and business strategy 251 Case study: The cork industry, the wine industry and the need for closure 251 Chapter summary 260 Discussion questions 260 Key words and phrases 260 References 261 Further reading 262 8 Strategic alliances and networks 264 Defining strategic alliances 266 The fall of the go-it-alone strategy and the rise of the octopus strategy 268 Complementary capabilities and embedded technologies 269 Interfirm knowledge-sharing routines 270 Forms of strategic alliance 271 Licensing 271 Supplier relations 272 Outsourcing 272 Joint venture 273 Collaboration (non-joint ventures) 273 R&D consortia 273 Industry clusters 274 Low technology industry rely on networks for innovation 275 Innovation networks 275 The ‘virtual company’ 278 Motives for establishing an alliance 279 The process of forming a successful strategic alliance 279 Negotiating a licensing deal 280 Terms for the agreement 281 Contents xi Rights granted 281 Licence restrictions 281 Improvements 281 Consideration (monetary value) 281 Reports and auditing of accounts 282 Representations/warranties 282 Infringement 282 Confidentiality 282 Arbitration 282 Termination 282 Risks and limitations with strategic alliances 283 The role of trust in strategic alliances 284 The concept of trust 285 Innovation risks in strategic outsourcing 286 Eating you alive from the toes up 289 The use of game theory to analyse strategic alliances 289 Game theory and the prisoner’s dilemma 290 Use of alliances in implementing technology strategy 292 Case study: And the winner is Sony’s Blu-ray – the high-definition DVD format war 292 Chapter summary 299 Discussion questions 299 Key words and phrases 299 References 300 Further reading 302 9 Management of research and development 304 What is research and development? 306 The traditional view of R&D 307 R&D management and the industrial context 307 R&D investment and company success 310 Classifying R&D 313 The operations that make up R&D 315 R&D management and its link with business strategy 317 Integration of R&D 318 Strategic pressures on R&D 319 The technology portfolio 320 The difficulty of managing capital-intensive production plants in a dynamic environment 322 Which business to support and how? 322 Technology leverage and R&D strategies 324 Strengths and limitations of this approach 326 Allocation of funds to R&D 326 Setting the R&D budget 327 Level of R&D expenditure 329 Case study: The long and difficult 13-year journey to the marketplace for Pfizer’s Viagra 330 Contents xii Chapter summary 337 Discussion questions 337 Key words and phrases 338 References 338 Further reading 339 10 Managing R&D projects 342 Successful technology management 344 The changing nature of R&D management 346 Organising industrial R&D 349 The acquisition of external technology 350 Level of control of technology required 351 Forms of external R&D 352 Effective R&D management 355 Managing scientific freedom 355 Skunk works 359 Technology roadmapping 360 The link with the product innovation process 360 The effect of R&D investment on products 362 Evaluating R&D projects 363 Evaluation criteria 363 Case study: CSI and genetic fingerprinting 368 Chapter summary 374 Discussion questions 374 Key words and phrases 375 References 375 Further reading 376 11 Open innovation and technology transfer 378 Background 380 The dominant economic perspective 381 Open innovation 382 The paradox of openness 384 Introduction to technology transfer 384 Information transfer and knowledge transfer 385 Models of technology transfer 386 Licensing 386 Science park model 387 Intermediary agency model 388 Directory model 388 Knowledge Transfer Partnership model 388 Ferret model 388 Hiring skilled employees 390 Technology transfer units 390 Research clubs 390 Contents xiii European Space Agency (ESA) 390 Consultancy 391 Limitations and barriers to technology transfer 391 NIH syndrome 392 Absorptive capacity: developing a receptive environment for technology transfer 393 Linking external technology to internal capabilities 395 Managing the inward transfer of technology 396 Technology transfer and organisational learning 397 Case study: How developments in electronic sensors create destruction in the disposable nappy industry 398 Chapter summary 403 Discussion questions 403 Key words and phrases 404 References 404 Further reading 406 Part Three New product development 409 12 Business models 410 What is a business model? 413 The business model and the business plan 415 The range of business models 416 The sixteen business model archetypes 417 Revenue models 420 Enterprise models 421 Industry models 422 The parts of the business model 422 The offering 423 The customer side 423 The infrastructure 424 The finances 424 The business model dilemma of technology shifts 426 Considerations in designing a business model 428 Switching costs 428 Scalability 428 Recurring revenues 428 Cashflow 429 Getting others to do the work 429 Protecting the business from competitors 429 Changing the cost structure 429 Intellectual property is an asset 430 The technology licence and business relationships 430 Continual adaptation of the business model 431 The licensing business model 431 Income from licensing 432 Contents xiv Marketing issues related to the licensing model 432 Financial and strategic implications 433 Costs and benefits of the licensing model 433 Other strategic uses of licensing 434 Case study: Developing a new product for the teeth whitening market 435 Chapter summary 441 Discussion questions 442 Key words and phrases 442 References 442 Further reading 443 13 Product and brand strategy 446 Capabilities, networks and platforms 448 Product platforms 449 Product planning 451 Product strategy 454 Competitive strategy 454 Product portfolios 455 The competitive environment 456 Differentiation and positioning 457 Differentiation 457 Product positioning 458 Competing with other products 460 Managing brands 462 Brands and blind product tests 462 Brand strategy 464 Brand extensions 465 Market entry 468 Launch and continuing improvement 470 Withdrawing products 471 Managing mature products 472 Case study: Umbrella wars: GustBuster® and senz° 473 Chapter summary 477 Discussion questions 477 Key words and phrases 478 References 478 Further reading 479 14 New product development 480 Innovation management and NPD 482 Product development as a series of decisions 484 New products and prosperity 484 Considerations when developing an NPD strategy 485 Ongoing corporate planning 485 Contents xv Ongoing market planning 486 Ongoing technology management 486 Opportunity analysis/serendipity 486 NPD as a strategy for growth 486 Market penetration 487 Market development 487 Product development 487 Diversification 488 A range of product development opportunities 488 What is a new product? 490 Defining a new product 492 Classification of new products 494 Repositioning and brand extensions 496 New product development as an industry innovation cycle 497 Overview of NPD theories 498 The fuzzy front end 499 Customer cocreation of new products 501 Time to market 502 Agile NPD 502 Models of new product development 503 Departmental-stage models 503 Activity-stage models and concurrent engineering 505 Cross-functional models (teams) 505 Decision-stage models 506 Conversion-process models 507 Response models 507 Network models 507 Case study: Launching innocent into the growing fruit smoothie market 508 Chapter summary 516 Discussion questions 516 Key words and phrases 516 References 517 Further reading 519 15 New service innovation 522 The growth in services 524 Growth in knowledge-intensive business services (KIBS) 524 Outsourcing and service growth 525 Different types of services 528 Technology and new service development 530 New services and new business models 530 Characteristics of services and how they differ from products 531 Classification of service innovations 532 The new service development process 533 New service development models 535 Sequential service development models or Stage-Gate® models 535 Contents xvi Concurrent service development models 536 Service innovation and the consumer 538 Consumer user toolkits 538 Consumer testing of services 540 Case study: Developing new services at eBay 541 Chapter summary 548 Discussion questions 548 Key words and phrases 548 References 548 Further reading 551 16 Market research and its influence on new product development 552 Market research and new product development 554 The purpose of new product testing 555 Testing new products 556 Techniques used in consumer testing of new products 557 Concept tests 557 Test centres 558 Hall tests/mobile shops 558 Product-use tests 558 Trade shows 558 Monadic tests 559 Paired comparisons 559 In-home placement tests 559 Test panels 559 When market research has too much influence 559 Discontinuous new products 562 Market research and discontinuous new products 563 Circumstances when market research may hinder the development of discontinuous new products 564 Technology-intensive products 565 Breaking with convention and winning new markets 566 When it may be correct to ignore your customers 570 Striking the balance between new technology and market research 571 Using suppliers and lead users to improve product variety 572 The challenge for senior management 573 Case study: Dyson, Hoover and the bagless vacuum cleaner 573 Chapter summary 582 Discussion questions 582 Key words and phrases 583 References 583 Further reading 584 Contents xvii 17 Managing the new product development process 586 New products as projects 588 The Valley of Death 589 The key activities that need to be managed 590 Assembling knowledge 592 The generation of business opportunities 593 Developing product concepts: turning business opportunities into product concepts 594 The screening of business opportunities 595 New technology product blogs 597 Development of product prototypes 597 Technical testing 599 Market testing and consumer research 599 How virtual worlds can help real-world innovations 600 Market introduction 601 NPD across different industries 603 Organisational structures and cross-functional teams 603 Teams and project management 604 Functional structures 604 Matrix structures 605 Corporate venturing 607 Project management 607 Reducing product development times through computer-aided design 608 The marketing/R&D interface 608 High attrition rate of new products 609 Case study: An analysis of 3M, the innovation company 612 Chapter summary 617 Discussion questions 617 Key words and phrases 618 References 618 Further reading 619 Index 621

Item Type:	Book
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Depositing User:	Unnamed user with email [email protected]
Date Deposited:	10 Apr 2023 07:51
Last Modified:	10 Apr 2023 07:51
URI:	http://eprint.ulbi.ac.id/id/eprint/1841

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