- Tapa blanda: 448 páginas
- Editor: Basic Books; Edición: 2nd Revised edition (3 de mayo de 2001)
- Idioma: Inglés
- ISBN-10: 0738204633
- ISBN-13: 978-0738204635
- Valoración media de los clientes: Sé el primero en opinar sobre este producto
- Clasificación en los más vendidos de Amazon: nº1.367.918 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
- Ver el Índice completo
Winning at New Products: Accelerating the Process from Idea to Launch (Inglés) Tapa blanda – 3 may 2001
Descripción del producto
Reseña del editor
The landmark book that defines successful product development-revised, updated, and expanded for the next generation of product leaders.. For over a decade, Winning at New Products has served as the bible for product developers everywhere. In this fully updated and expanded edition, Robert Cooper demonstrates with compelling evidence why consistent product development is so vital to corporate growth and how to maximize your chances of success. By any measure, most product concepts never make it to market, and of those that do, most fail. Winning at New Products cites the most recent research and showcases innovative practices at such industry leaders as 3M, Exxon Chemical, and Guinness to present a field-tested game plan for achieving product leadership. Cooper outlines specific strategies for assessing risk, marshalling the appropriate resources, engaging customers in the pre-development discovery phase, evaluating your project portfolio, ensuring true cross-functional collaboration, and, most importantly, applying a rigorous process for making sound business decisions at every step-from idea generation to launch.
Biografía del autor
Robert G. Cooper is a professor of marketing at McMaster University. Founder of the widely employed StageGate product development process, he lives in Oakville, Ontario. Scott J. Edgett is associate professor of marketing at McMaster University and director of the Product Development Institute. He lives in Ancaster, Ontario. Elko J. Kleinschmidt is professor of marketing and international business and director of the engineering and management program at McMaster University. He lives in Ancaster, Ontario.
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The third edition text outlines the basic structure. It provides best practices and practical advice for each stage. The author emphasizes the importance of speed and ways to use the stage-gate approach to deliver timely results, addressing the common criticism that the stage-gate process is inherently inflexible and slow. The 6 F's approach includes flexibility, fuzzy gates, fluidity, focus, facilitation and forever green. The basic risks of an overly rigid gate system are addressed, perhaps over-addressed. There is no in-depth treatment or review of alternate approaches to new product development that make time to market the primary focus.
A significant amount of survey research is presented to define product introduction pitfalls and critical success factors. None of this is surprising, but the many lists provide a framework for product management practitioners to evaluate the effectiveness of their processes.
The book provides several useful decision-making frameworks, including marketing/technology success factors, new to company/market, risks through time, risk/reward grids, gate decisions, and portfolio reviews.
Overall, this is the best new product intro text available. It is addressed to marketing oriented product managers in large corporations, but is useful for anyone playing a role in a new product introduction process.
The author promotes a high investment approach to new product development, best fitting a Fortune 200 firm. There are 5 stages, 5 gates, 6 F's, 7 goals, 8 points, 8 key factors and 15 critical success factors. Professor Cooper does not believe in shortcuts.
Start with the stage-gate basics in chapter 5. Digest the other chapters as the need arises.
The book broadly consists of three different parts. The first provides a background, the second provides guidelines for stage-gate and the last looks at strategy.
The first four chapters try to convince the reader that new products and Robert Coopers ideas (stage-gate and the product he sells) are very good ideas. It's full of research 'evidence', but it seems to be coming from the same few sources. Also some of the conclusions from the research evidence are somewhat far fetched, in my opinion. Anyways, it did contain some useful information, like the effort spend on market research in early phases of a product is often not enough.
The second part occupies most of the book and looks at the different stages in the stage-gate process. The focus of the book is actually NOT so much on the product development itself, but mainly on the marketing and product management aspect. This is important to realize, if you wanted a book on product development, you better look at other books like Don Reinertsens "Managing the Design Factory". Chapter 8 is a sidetrack chapter which talks about portfolio management. Chapter 10 is suppose to talk about the lat stage, but instead it seems to be a summary of the marketing issues needed throughout the whole development, which makes me wonder a little about the things that actually need to be done on the last stage.
Some of the problems I had and have with stage-gate is that it does provide a very serial view on developing products. First start with marketing and "nail down the spec". Hand it over to development and then do testing. Cooper tries to explain that this is not the case, but it is very hard to make that conclusion when, on the next page, he says "nail down the spec before the development starts." He sometimes doesn't seem to know what he is actually advising. In that sense, the book did not convince me at all that stage-gate is a good idea, especially in fast cycle time products and software development.
The last chapter covered strategy, but did so in a very minor way. It was still useful to include it to make the book one whole.
I actually liked Coopers book. It had a strong marketing focus and I learned from that. I do not agree with some of the ideas Cooper has and also his references seem to be limited. Though, his writing style is absolutely awful. It's so popular! He uses exclamation marks every other sentence! Writes in absolutes! It really annoyed me!
I thinking between 3 and 4 stars. Its certainly not "the product development bible" as Cooper claims himself. I decided to go for three stars mainly because of his annoying writing style and because the book could be written in 1/4th the amount of pages (a lot of blah blah). If you read one book on product development, this is not it. If you want to study the area more broadly, this book certainly needs to be included.