The hidden costs of accelerated product development

The Journal of Product Innovation Management

Volumn 9, Issue 3, 1992, Pages 188-199

  Merle Crawford, C ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0002388229     PISSN: 07376782     EISSN: 15405885     Source Type: Journal    
DOI: 10.1016/0737-6782(92)90029-C     Document Type: Article

References (48)

1. Just-In Time: Some marketing issues raised by a popular concept in production and distribution
2. Six steps to smoother product design
3. Learning from disaster
4. New product success starts with homework
5. Fast-cycle capability for competitive power
6. Turning R&D into real products
7. New product success in industrial firms
8. Stage-gate systems: A new tool for managing products
9. An investigation into the new product process: Steps, deficiencies, and impact
10. Resource allocation in the new product process
11. How product innovators can foreclose the options of adaptive followers
12. New product failure rates: A reprise
13. The dual drive concept of product innovation
14. How managers succeed through speed
15. Suppliers struggle as big firms slash their vendor rolls
16. Frito-Lay: The binge is over
17. Speed: Where the people fit in
18. Approaches to accelerating product and process development
19. Step-by-step innovation
20. Accelerating the development of technology-based new products
21. Winning by being the first to market…or second?
22. Just-in-time management A critical assessment
23. Xerox tries to shed its has-been image with big new machine
24. IBM extending its reach
25. How “Strykeforce” beat the clock
26. Customize your product development
27. The timing of competitive market entry An exploratory study of new industrial products
28. The winning organization
29. GE's latest invention: A way to move ideas from lab to market
30. Planning speeds technological development
31. GE refrigerator woes illustrate the hazards in changing a product; firm pushed development of compressor too fast, failed to test adequately
32. The core competence of the corporation
33. Winning the race for new product development
34. Whodunit? The search for new-product killers
35. Product innovation and start-up business market share performance
36. Faster new product development
37. Lessons from the Field
38. Winning the new products rat race
39. Choosing an R&D consortium
40. Competing against time
41. Speeding new ideas to market
42. At Xerox they're shouting “once more into the breach”