New product development process: stages and successes in the medical products industry

Article Abstract:

This study investigates how firms manufacturing medical devices use the new product development (NPD) process. It compares new-to-the-world products with product modifications in terms of the perceived importance of 12 NPD stages by R&D, manufacturing, and marketing departments; NPD stages actually performed; and the relation of these activities to new product success. Although significant variations occur among the use of specific NPD stages, the firms use the NPD stages more often for new-to-the-world products than for products modifications, and "high-success products" utilize the NPD stages more often than "low-success products." Respondent perceptions of NPD stage importance are consistent with whether a particular stage is undertaken. Marketing stages generally seem less important than other stages and are less frequently undertaken. Managers interested in developing successful new-to-the-world products may want to use a more "complete" new product process. On the other hand, successful product modifications may be able to take some short cuts in the new product process without jeopardizing new product success. (Reprinted by permission of the publisher.)

Medical Instruments and Supplies, Medical Instruments & Equipment, Medical Equipment and Supplies Manufacturing, Research, Product development, Medical equipment, Medical equipment and supplies industry, Medical equipment industry, New products, Product introduction

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How advertising message strategies are set

Article Abstract:

This paper examines the advertising message strategy practices of business-to-business advertisers. An integrated message strategy framework was developed from several managerial models to provide a framework for analysis. Results from this study suggest that guidelines from managerial models for message strategy development are not often used to develop business-to-business advertising message strategies. In addition, suggestions for improving strategy decisions are provided. (Reprinted by permission of the publisher.)

Decision-making, Decision making, Management, Advertising, Planning

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Forecasting for firms selling projects or jobs 'to order'

Article Abstract:

Forecasting for firms that do projects, make products, or perform services on a to-order basis is quite different from inventory firm forecasting. Three key factors play a vital role in forecasting, namely: probability of winning the contract, determining the frequency distribution, and developing a frequency distribution of probable starting times. The model developed is intended to improve bottom-up sales forecasts in those industries where work and receivables are primarily on a contract basis.

Methods, Economic aspects, Forecasting, Sales, Business forecasting

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