Winning at New Products : Creating Value Through Innovation

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  • Edition: 4th
  • Format: Paperback
  • Copyright: 7/12/2011
  • Publisher: Perseus Books Group

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For more than two decades, Winning at New Productshas served as the bible for product developers everywhere. In this fully updated and expanded edition, Robert G. Cooper demonstrates why consistent product development is so vital to corporate growth and how to maximize your chances of success. Winning at New Productscites the author's most recent research and showcases innovative practices by industry leaders to present a field-tested game plan for achieving product leadership. Cooper outlines specific strategies for making sound business decisions at every step--from idea generation to launch.

Author Biography

Dr. Robert G. Cooper is one of the most influential innovation thought leaders in the business world today. He pioneered the research that led to his many ground-breaking discoveries including the Stage-Gate idea-to-launch system. He has spent more than thirty-five years studying the practices and pitfalls of over 3,000 new-product projects in hundreds of companies. A noted lecturer and consultant to industry, he has written thirteen books and more than one hundred academic articles on the management of innovation. Dr. Cooper is Professor Emeritus at the Michael G. DeGroote School of Business at McMaster University and ISBM Distinguished Research Fellow at the Smeal College of Business Administration, Pennsylvania State University. He is co-founder of the Product Development Institute Inc. and Stage-Gate International, and he lives in Oakville, Ontario.

Table of Contents

Prefacep. xiii
The Innovation Challengep. 1
The Challenge: How to Really Innovatep. 1
The Solutionp. 4
The Four Innovation Vectors-the Innovation Diamondp. 6
New Products: The Key to Corporate Prosperityp. 9
Huge Amounts at Stakep. 14
Why So Much Innovation Today?p. 15
High Odds of Failurep. 17
Defining Newness and a ˘New Product÷p. 20
The Path Forwardp. 23
Why New Products Winp. 26
The Invisible Success Factorsp. 26
Why New Products Fail to Yield the Profits They Shouldp. 27
Seven Critical Success Driversp. 31
Building the Success Drivers into Your Playbookp. 55
Drivers of Success-Why the Best Innovators Excelp. 56
Seven Critical Success Drivers for the Businessp. 56
Toward a Stage-Gate New-Product Systemp. 81
The Stage-Gate« Idea-To-Launch Systemp. 83
What Is Stage-Gate?p. 83
Seven Goals of a New-Product Idea-to-Launch Systemp. 86
How to Manage Riskp. 94
A Best-Practice New-Product Systemp. 98
An Overview of the Stage-Gate Systemp. 102
Debunking the Myths About Stage-Gate-What Stage-Gate Is Not!p. 112
Built-in Success Driversp. 116
Next-Generation Stage-Gate«-How Companies Have Evolved and Accelerated the Systemp. 120
Global Inputs to Reinvent Stage-Gatep. 120
Scaled to Suit Different Risk Levels and Types of Projectsp. 121
An Adaptable, Flexible, and Agile Processp. 127
Efficient, Lean, and No Wastep. 133
Metrics, Team Accountability, and Continuous Improvementp. 138
Stage-Gate for ˘Open Innovation÷p. 142
Life Cycle Management and Stage-Gatep. 146
Automated Stage-Gate Systemsp. 150
Common Errors in Designing a Next-Generation Stage-Gate Systemp. 152
Making It Workp. 154
Discovery-The Quest for Breakthrough Ideasp. 156
A Shortage of Blockbuster New-Product Ideasp. 156
Where to Start? A Product Innovation and Technology Strategyp. 158
Set Up an Idea Capture and Handling Systemp. 159
The Sources of the Best Ideasp. 160
Voice-of-Customer Methodsp. 161
Strategic Methods for Generating Ideasp. 172
Open Innovation as a Major Source of Ideasp. 181
Technology Development and Fundamental Research-Changing the Basis of Competitionp. 186
Patent Mappingp. 187
Getting Great Ideas from Your Own Employeesp. 187
The Front-End Work-From Discovery to Developmentp. 192
The First Few Plays of the Gamep. 192
On to Stage 1: Scopingp. 193
On to Stage 2: Build the Business Casep. 200
Undertake VoC Research: A User Needs-and-Wants Studyp. 205
Do a Competitive Analysisp. 212
Revisit the Market Analysis-This Time in More Depthp. 215
Time for a Detailed Technical Investigationp. 215
Test the Concept with the Customer-Start the Spiralsp. 217
Build In the Spiralsp. 225
Business and Financial Analysisp. 226
Action Plansp. 228
On to Stage 3: Developmentp. 228
Picking the Winners-Investing in the Right Projectsp. 229
It's Tough to Make the Right Investment Decisionsp. 229
Project Selection Is But One Component of Portfolio Managementp. 232
The Tools to Use for Effective Gates and Portfolio Reviewsp. 235
Maximizing the Value of Your Portfoliop. 235
Strategic Portfolio Managementp. 250
Integrating the Governance Elements: Gating, Portfolio Reviews, and Road Mapsp. 261
Data Integrityp. 262
Popularity and Effectiveness of Portfolio Methodsp. 264
Recommendations for Portfolio Managementp. 266
Making the Gates Work-Gates with Teethp. 268
Challenges at the Gatesp. 268
Gates with Teeth-Learn to Drown Some Puppiesp. 272
How Effective Gates Workp. 279
Tips and Hints in Gate Governancep. 286
Who Are the Gatekeepers?p. 289
How to Run Gatesp. 291
Ways to Accelerate the Gatesp. 296
Make the Gates Work!p. 297
Development, Testing, and Launchp. 298
Parallel Actions During Stage 3: Developmentp. 298
Seek Customer Input Throughout the Development Stagep. 301
Shortening Development Timesp. 304
On to Stage 4: Testing and Validationp. 308
Go for Launchp. 316
The Final Play-Stage 5: Into the Marketp. 316
Implementing Stage-Gate« In Your Businessp. 330
Let's Go Do Itp. 330
Designing and Implementing Stage-Gatep. 330
Laying the Foundation, an Innovation Performance Assessmentp. 331
Designing (or Redesigning) Your Stage-Gate Systemp. 336
Implementing Stage-Gate-Change Managementp. 340
Sustaining the Implementation Effort-Making It Stickp. 352
Ten Ways to Fail!p. 354
Moving Forwardp. 355
The Benchmarker™ Audit Toolp. 357
The Navigator™ Stage-Gate Systemp. 359
Notesp. 361
Indexp. 375
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