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Managing Product Info Abmp13h Woodside, Arch G. (EDT) 1 of 1
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Format: Hardcover
Condition:  Brand New
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Product Details:

Format: Hardcover
ISBN-10: 0762311592
ISBN-13: 9780762311590
Sku: 39972511
Publish Date: 5/23/2007
Dimensions:  (in Inches) 9H x 6.25L x 2.75T
Pages:  796
See more in Social Science
 
Historical research on firm-level innovation behavior results in the following main insight: firm-level decisions focusing on innovations are critical, difficult, and often result in failure to act. While acceptance is widespread among executives that firms must innovate radically as well as incrementally, success by firms mostly nurtures inertia and eventual failure rather than search and adoption of new superior technologies. What does it take to craft and maintain successful radical NPD programs? Managing Product Innovation (MPI) explains why both manufacturing and customer firms usually reject superior new technologies and how competitors new to the industry become successful (by focusing on previously unnoticed customers and offering higher performance with lower costs via the radically new technologies). MPI provides worthwhile answers on what specific actions executives in established and new firms can adopt to achieve successful radical NPD programs. Related to managing new NPD processes successfully and additional strategic marketing issues, the following few thoughts summarize the wisdom that Volume 13 elaborates upon: Leverage interfirm relationships Pay attention to products that can be co-created by interfirm networks Think and act globally via personal contacts Stay complex and be uncomfortable with success Evaluate NPD performance using a life cycle perspective Identify upstream as well as direct influences on NPD performance. *Author: Woodside/ Woodside, Arch G. *Series Title: Advances in Business Marketing & Purchasing *Series Number: 13 *Binding Type: Hardcover *Number of Pages: 646 *Publication Date: 2005/04/01 *Language: English *Dimensions: 9.10 x 6.52 x 2.58 inches
From the Publisher:
Historical research on firm-level innovation behavior results in the following main insight: firm-level decisions focusing on innovations are critical, difficult, and often result in failure to act. While acceptance is widespread among executives that firms must innovate radically as well as incrementally, success by firms mostly nurtures inertia and eventual failure rather than search and adoption of new superior technologies. What does it take to craft and maintain successful radical NPD programs? Managing Product Innovation (MPI) explains why both manufacturing and customer firms usually reject superior new technologies and how competitors new to the industry become successful (by focusing on previously unnoticed customers and offering higher performance with lower costs via the radically new technologies). MPI provides worthwhile answers on what specific actions executives in established and new firms can adopt to achieve successful radical NPD programs. Related to managing new NPD processes successfully and additional strategic marketing issues, the following few thoughts summarize the wisdom that Volume 13 elaborates upon:

Leverage interfirm relationships
|Pay attention to products that can be co-created by interfirm networks
|Think and act globally via personal contacts
|Stay complex and be uncomfortable with success

|Evaluate NPD performance using a life cycle perspective
|Identify upstream as well as direct influences on NPD performance.Historical research on firm-level innovation behavior results in the following main insight: firm-level decisions focusing on innovations are critical, difficult, and often result in failure to act. While acceptance is widespread among executives that firms must innovate radically as well as incrementally, success by firms mostly nurtures inertia and eventual failure rather than search and adoption of new superior technologies. What does it take to craft and maintain successful radical NPD programs? Managing Product Innovation (MPI) explains why both manufacturing and customer firms usually reject superior new technologies and how competitors new to the industry become successful (by focusing on previously unnoticed customers and offering higher performance with lower costs via the radically new technologies). MPI provides worthwhile answers on what specific actions executives in established and new firms can adopt to achieve successful radical NPD programs. Related to managing new NPD processes successfully and additional strategic marketing issues, the following few thoughts summarize the wisdom that Volume 13 elaborates upon:

Leverage interfirm relationships
|Pay attention to products that can be co-created by interfirm networks
|Think and act globally via personal contacts
|Stay complex and be uncomfortable with success

|Evaluate NPD performance using a life cycle perspective
|Identify upstream as well as direct influences on NPD performance.

Product Attributes
Product attributeBook Format:   Hardcover
Product attributeNumber of Pages:   0796
Product attributePublisher:   Emerald Group Publishing
Product attributeSeries Part:   13
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