Abstracts - faqs.org

Abstracts

Business, international

Search abstracts:
Abstracts » Business, international

Simultaneous new product development: reducing the new product failure rate

Article Abstract:

While several product development models have been reported in the literature, the rate of industrial new product failures continues at an unacceptable level. Some authors have proposed the integration of the marketing strategy development process prior to, during the "up-front" stages, and after the completion of the product development process. Still the failure rate remains high. The proposed Product Development Life Cycle model provides for the integration and simultaneous development of the product and the strategy development processes, and provides the industrial marketing manager with a systematic process for reducing the failure rate of new industrial products in the marketplace. (Reprinted by permission of the publisher.)

Author: Kortge, G. Dean, Okonkwo, Patrick A.
Publisher: Elsevier B.V.
Publication Name: Industrial Marketing Management
Subject: Business, international
ISSN: 0019-8501
Year: 1989

User Contributions:

Comment about this article or add new information about this topic:

CAPTCHA


Generating and screening new product ideas

Article Abstract:

Opportunity identification is the initial stage in the new product development process where ideas for new products are generated and screened. A review of the nature of the opportunity identification process as it has been described in the literature is compared with some examples of opportunity identification processes in six industrial organizations. This comparison suggests that the opportunity identification process may be incomplete in describing opportunity identification in practice among successful industrial firms. (Reprinted by permission of the publisher.)

Author: Rochford, Linda
Publisher: Elsevier B.V.
Publication Name: Industrial Marketing Management
Subject: Business, international
ISSN: 0019-8501
Year: 1991
Manufacturing industries, not elsewhere classified, Manufacturing industry, Manufacturing industries

User Contributions:

Comment about this article or add new information about this topic:

CAPTCHA


Perceived value approach to pricing

Article Abstract:

Business marketing managers traditionally focused their pricing strategy on cost related criteria, often without regard to the value of the product to the customer. In perceived value pricing, the vendor assesses the value of the product to each customer and charges a price based upon the customer's perceived value of the attributes of the product offering that each receives. This article presents a perceived value approach to the determination of price in business marketing. (Reprinted by permission of the publisher.)

Author: Kortge, G. Dean, Okonkwo, Patrick A.
Publisher: Elsevier B.V.
Publication Name: Industrial Marketing Management
Subject: Business, international
ISSN: 0019-8501
Year: 1993
Models, Prices and rates, Pricing

User Contributions:

Comment about this article or add new information about this topic:

CAPTCHA


Subjects list: Methods, Planning, Product development, Business-to-business market, Business to business market, New products, Product introduction
Similar abstracts:
  • Abstracts: New product development process: stages and successes in the medical products industry. Forecasting for firms selling projects or jobs 'to order'
  • Abstracts: Planemakers change formation. Weathering the recession was no fluke for this firm. Boeing develops a new design to cut down on corporate drag
  • Abstracts: French go for broke in Europe. Breaching the frontiers of Eastern Europe. Replanting Apples across Europe
  • Abstracts: Prenotification and industrial survey responses. Involving purchasing in product development. How designers and buyers evaluate products
  • Abstracts: GERD: an old condition with new forms of treatment. A clean bill of health for coffee
This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.
Some parts © 2025 Advameg, Inc.