New product development structures and time-to-market
Article Abstract:
The impact of the concentrated and distributed product development structures on time-to-market is investigated. More than 200 new product introductions by three key firms in the data network interface market are analyzed. A concentrated product development structure is found to facilitate shorter prototyping time, but a distributed structure is found to be superior in reducing time from prototyping to volume production. An extended prototyping time reduces the time to volume production in both structures. The results provide valuable insights for companies intending to achieve competitive leverage via rapid product introduction. An interesting issue for further research is the examination of new product development structures when managing product and process variety.
Publication Name: Management Science
Subject: Business, general
ISSN: 0025-1909
Year: 1997
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Drivers of customer satisfaction for software products: implications for design and service support
Article Abstract:
The factors influencing customer satisfaction with software products are identified and analyzed in terms of their relative importance. The impact of these factors across customer segments and product profiles is also evaluated. Data for the study are drawn from a big sample of more than 2,500 IBM customers. Seven drivers of customer satisfaction are identified: capability, usability, performance, reliability, installability, maintainability and documentation. The results of the study show that product capability, usability and performance are the factors that customers consider to be the most important. Findings also reveal that the importance of the seven determinants of customer satisfaction vary from product to product and from one customer segment to another.
Publication Name: Management Science
Subject: Business, general
ISSN: 0025-1909
Year: 1995
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Broader product line: a necessity to achieve success?
Article Abstract:
The impact of product-line breadth on performance was investigated by studying Profit Impact of Marketing Strategies data for more than 1,400 strategic business units. A model was developed to describe the effects of product-line breadth on profitability. The model indicated that broader product lines led to considerably higher market shares and increased profitability, but not increased production costs.
Publication Name: Management Science
Subject: Business, general
ISSN: 0025-1909
Year: 1990
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