By Marc Annacchino
Content material:
Preface
, Pages xi-xii
Chapter 1 - The company objective
, Pages 1-45
Chapter 2 - The industry opportunity
, Pages 47-99
Chapter three - The enterprise notion to the hot product
, Pages 101-153
Chapter four - The product and company plan
, Pages 155-189
Chapter five - Justifying a program-the accounting viewpoint
, Pages 191-232
Chapter 6 - beginning out
, Pages 233-273
Chapter 7 - Executing the plan
, Pages 275-332
Chapter eight - production development
, Pages 333-398
Chapter nine - The prelaunch checklist
, Pages 399-437
Chapter 10 - The product launch
, Pages 439-455
Chapter eleven - The pursuit and product management
, Pages 457-491
Chapter 12 - enterprise improvement files format
, Pages 493-505
Index
, Pages 507-512
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The Pursuit of New Product Development. The Business Development Process
Content material: Preface, Pages xi-xiiChapter 1 - The enterprise aim, Pages 1-45Chapter 2 - The industry chance, Pages 47-99Chapter three - The company idea to the hot product, Pages 101-153Chapter four - The product and marketing strategy, Pages 155-189Chapter five - Justifying a program-the accounting point of view, Pages 191-232Chapter 6 - beginning out, Pages 233-273Chapter 7 - Executing the plan, Pages 275-332Chapter eight - production improvement, Pages 333-398Chapter nine - The prelaunch list, Pages 399-437Chapter 10 - The product release, Pages 439-455Chapter eleven - The pursuit and product administration, Pages 457-491Chapter 12 - enterprise improvement files layout, Pages 493-505Index, Pages 507-512
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Extra info for The Pursuit of New Product Development. The Business Development Process
Sample text
There was also a discussion of the directed purpose of research and the function of development, how to leverage efforts, and create continuity. Business development programs should each contribute to a corporate goal, and the market investigation is used to refine the goals and the opportunities. The chapter should also give the reader an appreciation of the interrelationship of the various disciplines within the enterprise that must function in concert to successfully implement a program. Some of the material presented here in broad overview will be discussed in a more detailed manner in later chapters.
On again/off again Conversely, the developer’s nightmare is a management structure that issues on again/off again orders and constantly changes priority on projects. In these cases, the bulk of the effort that needs to go into the development of the product actually goes to winding down a program, only to later reinitiate it. C. Building momentum Figure 1-16 illustrates this point. 2 A Unleveraged revenue 5 Product 1 Revenue 4 Product 2 3 Product 3 2 Product 4 Product 5 1 0 Year 1 B Total Year 2 Year 3 Years Year 4 Year 5 Figure 1-16.
An interesting exercise would be to document the mileage on shipped parts in a subassembly through manufacturing to its final destination. Consider the following route a power transistor takes in getting to its final destination: The power transistor will be used in the final output stage of an electronic drive for controlling the speed of an electric motor, which is part of an elevator drive system in Algeria. The power transistor is manufactured in Japan and is shipped to a distributor in North America.