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Product Description
Product Description
New Products Management, 8/e, by Crawford and Di Bennedetto provides future new product managers, project managers and team leaders with a comprehensive overview of the new product development process including how to develop an effective development strategy, manage cross-functional teams across the organization, generate and evaluate concepts, manage the technical development of a product, develop the marketing plan, and manage the financial aspects of a project.
From the Publisher
More Analytical Rigor: Chapter 7 from the Fifth Edition (Analytical Attribute Approaches) has been split into two chapters for this edition. The new Chapter 6 goes in-depth into perceptual gap analysis and shows how perceptual maps are derived using both attribute rating and overall similarity techniques. Joint space analysis and preference regression are presented in the context of concept testing, and the discussions of screening, forecasting, quality function deployment, and A-T-A-R models are richer.
New Products Process is now the outline for the text: Chapter Two in the Fifth Eition was an overview of key concepts in new product development. Chapter Two was deleted so that after the introductory chapter, the reader hits the ground running with a standard New Products Process. This process serves as an outline for the whole text.
More coverage of product design and team management issues. Based on reviewer feedback, these topics are now covered in two separate chapters to provide more detail.
Additional cases and revised cases: There is more than one case at the end of several chapters to provide an analytical challenge or just a different perspective. The cases are either totally new, greatly rewritten, or updated.
Index was expanded: This area of study lacks a systematic language or consistent terminology. For this reason, the index was expanded considerably. Every term that might require definition has been made bold the first time it is used, and the index directs the reader to that section. This change is based on users who recommend that a definition of a term should be presented in the context of its actual use in the text, not separately, in a glossary.
Cross-functional approach: This edition continues to offer examples of and explain the benefits of cross-functional teams in new product development.
Considers non-marketing views: As an extension of the cross-functional approach, non marketing views will be presented as they naturally arise and not forced into a single chapter. This is because product managers find they are deeply involved in technical matters, in manufacturing process problems, in dealing with vendors, in arranging meetings between their engineers and customers, and many other such activities.
Continues to be useful to the reader: New terms from the business world are included and the authors continue to offer many product examples, cases, and applications which will make the material come to life for the reader. --This text refers to an out of print or unavailable edition of this title.
New Products Management, 8/e, by Crawford and Di Bennedetto provides future new product managers, project managers and team leaders with a comprehensive overview of the new product development process including how to develop an effective development strategy, manage cross-functional teams across the organization, generate and evaluate concepts, manage the technical development of a product, develop the marketing plan, and manage the financial aspects of a project.
From the Publisher
More Analytical Rigor: Chapter 7 from the Fifth Edition (Analytical Attribute Approaches) has been split into two chapters for this edition. The new Chapter 6 goes in-depth into perceptual gap analysis and shows how perceptual maps are derived using both attribute rating and overall similarity techniques. Joint space analysis and preference regression are presented in the context of concept testing, and the discussions of screening, forecasting, quality function deployment, and A-T-A-R models are richer.
New Products Process is now the outline for the text: Chapter Two in the Fifth Eition was an overview of key concepts in new product development. Chapter Two was deleted so that after the introductory chapter, the reader hits the ground running with a standard New Products Process. This process serves as an outline for the whole text.
More coverage of product design and team management issues. Based on reviewer feedback, these topics are now covered in two separate chapters to provide more detail.
Additional cases and revised cases: There is more than one case at the end of several chapters to provide an analytical challenge or just a different perspective. The cases are either totally new, greatly rewritten, or updated.
Index was expanded: This area of study lacks a systematic language or consistent terminology. For this reason, the index was expanded considerably. Every term that might require definition has been made bold the first time it is used, and the index directs the reader to that section. This change is based on users who recommend that a definition of a term should be presented in the context of its actual use in the text, not separately, in a glossary.
Cross-functional approach: This edition continues to offer examples of and explain the benefits of cross-functional teams in new product development.
Considers non-marketing views: As an extension of the cross-functional approach, non marketing views will be presented as they naturally arise and not forced into a single chapter. This is because product managers find they are deeply involved in technical matters, in manufacturing process problems, in dealing with vendors, in arranging meetings between their engineers and customers, and many other such activities.
Continues to be useful to the reader: New terms from the business world are included and the authors continue to offer many product examples, cases, and applications which will make the material come to life for the reader. --This text refers to an out of print or unavailable edition of this title.
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