Innovation Management And New Product Development

by Trott, Paul

• ISBN13: 9780273686439
• ISBN10: 0273686437
• Edition: 3rd
• Format: Paperback
• Copyright: 2008-01-01
• Publisher: Ft Pr

Summary

"Trott adopts a refreshing multi-functional perspective to innovation management and new product development. The structure and content of the third edition is carefully crafted to present NPD as a real management process, with associated challenges and dilemmas clearly highlighted. My MBA and final year undergraduate students find the book accessible and very readable. It provides a valuable support to their learning." Dr. Helen Perks, Chair, Product Development and Management Association (PDMA) UK and Ireland, Manchester Business School, University of Manchester Want to outperform your competitor? How can firms best transform exciting technology into successful products? How can firms capture knowledge and creativity and create a successful end-product? Paul Trott's Innovation Management and New Product Development, 3e answers these questions and explains how innovation and product development is a management process, not just a functional activity. QUOTE FORTHCOMINGHighly accessible and readable, Innovation Management and New Product Development, 3e synthesises the areas of innovation management and new product development for business students. Filled with up-to-date examples to drive home arguments and comprehensive diagrams to illustrate more complex concepts, this lively text shows how the development of new products requires the expertise of a cross-section of areas including finance, manufacturing, human resources, marketing and business strategy. QUOTE FORTHCOMING Paul Trott is a Principal Lecturer at the Business School, University of Portsmouth and holds a PhD from Cranfield University. He has written numerous reports and publications in the area of innovation management.

Table of Contents

Preface	xi
Foreword	xvi
Acknowledgements	xviii
Plan of the book	xxi
Part One: The Concept of Innovation Management	1	(176)
Innovation management: an introduction	3	(36)
The importance of innovation	5	(2)
The study of innovation	7	(4)
The need to view innovation in an organisational context	11	(1)
Problems of definition and vocabulary	12	(8)
Popular views of innovation	20	(1)
Models of innovation	21	(5)
Innovation as a management process	26	(13)
The context of innovation and the role of the state	39	(32)
Ufuk M. Cakmakci
Innovation in its wider context	41	(2)
The role of the state and national 'systems' of innovation	43	(5)
Waves of innovation and growth in capitalism: historical overview	48	(3)
Fostering innovation in 'late-industrialising' countries	51	(1)
Attempting to achieve innovation and sustained growth in the late-industrialising Turkish economy	51	(3)
The economic history of Turkey	54	(2)
The missing link in innovation: 'petty' entrepreneurship and rent-seeking	56	(5)
Fostering innovation in the future	61	(10)
Managing innovation within firms	71	(36)
Theories about organisations and innovation	73	(4)
The dilemma of innovation management	77	(2)
Managing uncertainty	79	(3)
Organisational characteristics that facilitate the innovation process	82	(6)
Industrial firms are different: a classification	88	(2)
Organisational structures and innovation	90	(2)
The role of the individual in the innovation process	92	(1)
IT systems and their impact on innovation	92	(3)
Establishing an innovative environment and propagating this virtuous circle	95	(12)
Innovation and operations management	107	(34)
Richard Noble
Operations management	109	(2)
The nature of design and innovation in the context of operations	111	(7)
Process design and innovation	118	(2)
Innovation in the management of the operations process	120	(4)
Design of the organisation and its suppliers	124	(2)
Operations and technology	126	(15)
Managing intellectual property	141	(36)
Intellectual property	143	(2)
Trade secrets	145	(1)
An introduction to patents	146	(2)
Exclusions from patents	148	(1)
The patenting of life	148	(1)
Human genetic patenting	149	(1)
The configuration of a patent	150	(1)
Patent harmonisation: first to file and first to invent	150	(1)
Some famous patent cases	151	(1)
Patents in practice	152	(1)
Expiry of a patent and patent extensions	153	(3)
The use of patents in innovation management	156	(1)
Do patents hinder or encourage innovation?	156	(1)
Trademarks	157	(3)
Brand names	160	(1)
Using brands to protect intellectual property	160	(2)
Duration of registration, infringement and passing off	162	(2)
Registered designs	164	(1)
Copyright	165	(3)
Remedy against infringement	168	(9)
Part Two: Managing Technology and Knowledge	177	(166)
Managing organisational knowledge	179	(30)
The battle of Trafalgar	181	(1)
Technology trajectories and the dynamic capabilities of the firm	182	(6)
The knowledge base of an organisation	188	(5)
The learning organisation	193	(4)
Combining commercial and technological strengths: a conceptual approach to the generation of new business opportunities	197	(2)
The degree of innovativeness	199	(3)
A technology strategy provides a link between innovation strategy and business strategy	202	(7)
Strategic alliances and networks	209	(32)
Defining strategic alliances	211	(1)
The fall of the go-it-alone strategy and the rise of the octopus strategy	212	(1)
Complementary capabilities and embedded technologies	213	(1)
Forms of strategic alliances	214	(9)
Motives for establishing an alliance	223	(1)
The process of forming a successful strategic alliance	224	(1)
Risks and limitations with strategic alliances	225	(2)
The role of trust in strategic alliances	227	(2)
The use of game theory to analyse strategic alliances	229	(1)
Game theory and the prisoner's dilemma	230	(2)
Use of alliances in implementing technology strategy	232	(9)
Management of research and development: an introduction	241	(36)
What is research and development?	243	(2)
R&D management and the industrial context	245	(3)
R&D investment and company growth	248	(5)
Classifying R&D	253	(3)
R&D management and its link with business strategy	256	(3)
Strategic pressures on R&D	259	(2)
Which business to support and how?	261	(2)
Technology leverage and R&D strategies	263	(2)
Allocation of funds to R&D	265	(2)
Level of R&D expenditure	267	(10)
Managing R&D projects	277	(32)
Successful technology management	279	(1)
The changing nature of R&D management	280	(6)
The acquisition of external technology	286	(4)
Effective R&D management	290	(4)
The link with the product innovation process	294	(3)
Evaluating R&D projects	297	(12)
The role of technology transfer in innovation	309	(34)
Background	311	(2)
Introduction to technology transfer	313	(2)
Models of technology transfer	315	(6)
Limitations and barriers to technology transfer	321	(1)
Internal organisational factors and inward technology transfer	322	(1)
Developing a receptive environment for technology transfer	323	(2)
Identifying external technology: the importance of scanning and networking	325	(3)
Managing the inward transfer of technology	328	(15)
Part Three: New Product Development	343	(168)
Product and brand strategy	345	(36)
Capabilities, networks and platforms	347	(3)
Product planning	350	(4)
Product strategy	354	(2)
The competitive environment	356	(1)
Differentiation and positioning	357	(3)
Competing with other products	360	(2)
Managing brands	362	(3)
Brand strategy	365	(3)
Market entry	368	(2)
Launch and continuing improvement	370	(1)
Withdrawing products	371	(2)
Managing mature products	373	(8)
New product development	381	(32)
Innovation management and NPD	383	(2)
Considerations when developing a NPD strategy	385	(2)
NPD as a strategy for growth	387	(4)
What is a new product?	391	(6)
Overview of NPD theories	397	(2)
Models of new product development	399	(14)
Packaging and product development	413	(32)
Wrapping and packaging products	415	(3)
The basic principles of packaging	418	(5)
Characteristics of packaging	423	(3)
Product rejuvenation	426	(2)
New product opportunities through packaging	428	(2)
Product and pack size variation	430	(2)
Packaging systems	432	(1)
Retailer acceptance	433	(1)
Revitalising mature packaged goods	434	(11)
Market research and its influence on new product development	445	(34)
Market research and new product development	447	(1)
The purpose of new product testing	448	(1)
Testing new products	449	(2)
Techniques used in consumer testing of new products	451	(2)
When market research has too much influence	453	(3)
Discontinuous new products	456	(1)
Market research and discontinuous new products	457	(1)
Circumstances when market research may hinder the development of discontinuous new products	458	(1)
Technology-intensive products	459	(1)
Breaking with convention and winning new markets	460	(4)
When it may be correct to ignore your customers	464	(1)
Striking the balance between new technology and market research	465	(1)
The challenge for senior management	466	(13)
Managing the new product development team	479	(32)
New products as projects	481	(1)
The key activities that need to be managed	482	(12)
NPD across different industries	494	(1)
Organisational structures and cross-functional teams	495	(5)
The marketing/R&D interface	500	(1)
High attrition rate of new products	501	(10)
Appendix: Guinness patent	511	(18)
Index	529