英语论文网

关于对新产品的开发，我们一般把它定义为是以市场为目标，从而来实施和控制的一种新产品和/或服务的一组任务、过程、探索和不间断的努力开发的这么一个过程。而且，新产品开发（NPD）是市场上人们公认的企业繁荣的一个关键性因素。当然，不同的产品可能需要不同的开发过程，因为人们一个对新产品的想法需要考虑到构思、选择、开发、测试以及最后的市场投放等方面因素。新产品开发（发展）需要拥有专业技能的人才，一般来说这些人才经常是整个公司的优秀员工，而且这些公认的人才分布于全世界的各个公司。因此，公司不得不先暂停他们的新产品的开发而去世界各地采集和收集这些被分散的知识和技能。因此，企业发现仅仅是靠企业的内部发展来获得所有的新技术产品和工艺是非常困难的，甚至可以说是不可能的，公司必须不断地从外部资源中来获得相应的科学技术。

New Product Development may be defined as the set of tasks, processes and efforts made in envisioning, developing, implementing and controlling a new product and/ or a service into the target market (Ullman, 2009). New product development (NPD) is widely recognized as a key to corporate prosperity Lam et al., 2007). Different products may require different processes, a new product idea needs to be conceived, selected, developed, tested and launched to the market (Martinez-Sanchez et al., 2006). The specialized skills and talents required for the development of new products often reside (and develop) locally in pockets of excellence around the company or even around the world. Firms, therefore, have no choice but to disperse their new product units to access such dispersed knowledge and skills (Kratzer et al., 2005). As a result, firms are finding that internal development of all technology needed for new products and processes are difficult or impossible. They must increasingly acquire technology from external sources (Stock and Tatikonda, 2004).

Today’s successful firms learn and re-learn how to deal with the dynamics of consumers, competitors and technologies, all of which require companies to review and reconstitute the products and services they offer to the market. This, in turn, requires the development of new products and services to replace current ones, a notion inherent in the discussion of Levitt’s (1960) ‘Marketing Myopia’. A recent report into Best New Product Practice in the UK showed that, across a broad range of industry sectors, the average number of new products launched in the previous 5 years was 22, accounting for an average 36 per cent of sales and 37 per cent of profits (Tzokas, 2000). The most recent PDMA Best Practice Survey noted an average number of 38.5 new products in the previous 5 years, contributing to 32.4 per cent of sales and 30.6 per cent of profits (Griffin,1997). This chapter is concerned with what is required to bring new products and services to market, often encompassed by the framework known as the new product development (NPD) process.

Of the many factors associated with successful NPD, processes and structures which are customer-focused recur (Cooper, 1979; Maidique and Zirger, 1984; Craig and Hart, 1992). A customer focus may be manifested in NPD in numerous ways, spawning much research into the nature of new product activities: their nature, their sequence and their organization (Mahajan and Wind, 1992; Griffin, 1997).

新产品开发模式---New Product Development Models:

The issue at stake here is that good ideas do not automatically translate into workable, appealing products. The idea has to be given a physical reality which performs the function of the idea, which potential customers find an attractive alternative for which they are prepared to pay the asking price. This task requires NPD to be managed actively, working though a set of activities which ensure that the eventual product is makeable, affordable, reliabl本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。