Competitive “business plan” styled matching fund grants help would-be producers to overcome hurdles to entering the market.
Case study findings
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Designing appropriate screening and evaluation “gates” to help prioritise projects and select winners for advancement. Preliminary up-front homework may include such activities as broad screening based on key market and technical capabilities and a broad financial assessment. At a second stage this may include refining product concepts and specifications ensuring stronger customer input and assessment, improved technical evaluation, and financial analysis.
Survey. Manager implications drawn from results of study.
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Develop a strong Knowledge Management system within a complete New Product Development Strategy and the New Product Development Performance will be more effective.
Survey. T-Tests and Multiple regressions were performed on each component of Knowledge Management and New Product Development Strategy to New Product Development Performance. All results were found to be significant and positive.
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Develop products that offer new and unique benefits and offer more value for the cost.
Authors' research experience. High productivity companies follow these best practices more so than low productivity companies.
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Of the factors outside the company's control, the level of competition and the size of the market were reported to have the greatest impact on product success followed by an unforeseen change in the market.
Survey results from medical device manufacturers.
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Products that are first to the market and experience little competition are more successful. Technically superior, first to market product are more likely to be winners. Introducing products to relatively large and growing markets is more likely to result in product success.
Survey of 172 electronics products
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Effective, accurate and timely knowledge management which involves the recording, retrieving, and reviewing of detailed information on past product development projects will affect performance of new product development projects.
Source: Lynn, Reily, and Akgun (2000); Lynn, Simpson, and Souder (1997); Lynn, Skov, and Abel (1999). In: Sherman, J. D., Berkowitz, D., & Souder, W. E. (2005)

Using market information correlates positively with new product development performance.
Source: Atuahene-Gima, 1995. In: Frishammar, J. & Ylinenpaa, H. (2007)

Conduct a financial and business analysis, including a spreadsheet with Net Present Value, Internal Rate of Return as well as a sensitiviy analysis.
Authors' research experience. A greater percentage of high productivity (57.1%)companies will do a business assessment over the low productivity companies (23.1%).
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Designing appropriate screening and evaluation “gates” to help prioritise projects and select winners for advancement. Preliminary up-front homework may include such activities as broad screening based on key market and technical capabilities and a broad financial assessment. At a second stage this may include refining product concepts and specifications ensuring stronger customer input and assessment, improved technical evaluation, and financial analysis.
Survey. Manager implications drawn from results of study.
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One of the policies or practices a university should consider when embarking on the establishment of a spinoff company with industry to effect knowledge/technology transfer is to clearly establish criteria regarding responsibilities associated with spinoff losses or debt.
Literature review.
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One of the policies or practices a university should consider when embarking on the establishment of a spinoff company with industry to effect knowledge/technology transfer is to ensure that academic and administrative staff involvement will not violate contract or regulatory law.
Literature review.
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One of the policies or practices a university should consider when embarking on the establishment of a spinoff company with industry to effect knowledge/technology transfer is to ensure that the university receives a free and perpetual license to use products or services developed by the spinoff.
Literature review.
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One of the policies or practices a university should consider when embarking on the establishment of a spinoff company with industry to effect knowledge/technology transfer is to ensure the university’s involvement does not represent any conflict-of-interest with its mission or mandate, or any violation of non-competition regulations.
Literature review.
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One of the policies or practices a university should consider when embarking on the establishment of a spinoff company with industry to effect knowledge/technology transfer is to require participation of the university in the valuation of the spinoff.
Literature review.
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Studies by Ronkainen (1985), Pinto and Slevin (1988) and Kumar et al. (1996) revealed that technology availability (i.e., whether the technology is available and developed to the necessary level of technical sophistication) and technical capability (i.e., whether the firm has adequate technology, facilities, personnel, and troubleshooting mechanisms to support the project) were important for success during the feasibility and development stages.
Source: Ronkainen (1985). In: Pilar, C., Escudero, A.I.R., & Aleman, J.L.M. (2004)

By using templates, the time required for new product development is drastically reduced. At the same time incorporating computer-aided process planning into the system gives the designer a better understanding of the cost implications of the modified design with respect to manufacturing. The major challenge in implementing of such system is that any changes in the manufacturing facility have to be incorporated in the process plans stored. This can be a tedious job but can be overcome by using hybrid process planning approach instead of variant based approach.
Author experience
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Failure Knowledge Network (FKN) — captures and inter-relates mechanical product quality knowledge from five areas: (i) the connection between failures and product functions, (ii) the relationship between failures and product components, (iii) the correlation between failures and organizations, (iv) the association between failures and product processes, and (v) the conjunction among different failures. FKN information is represented in a four-dimensional matrix that includes components, functions, processes and organization. Each element in the matrix is a failure scenario and represents the related failures within the corresponding dimensions. Conventional factors of failures are embodied in the FKN representation. They include event, detection, effect, severity, solution weight, cause, monitor, reappearance, operation, efficiency and precaution. The indexes of each factor are provided by subject matter experts and are set in accordance with the correlation between corresponding characteristics and failures
Failure knowledge based decision-making in product quality.
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Product quality-related decision-making using the Failure Knowledge Network (FKN) — The first step of the decision-making process is the identification of related failures and characteristics. The second step is determination of the important characteristics of the clusters. Next, there is a comparison between the characteristics of each target. Finally, the interdependent priorities of the characteristics are determined by analyzing dependencies among the targets and characteristics.
Failure knowledge based decision-making in product quality.
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Three measures of technological innovation are: degree of novelty or uniqueness, degree of patent protection and time requried for development.
Survey of 171 firms.
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Combining R&D technology from multiple fields leads to more innovative solutions than isolated technology use.
Survey of 171 firms.
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High levels of technological innovation are needed to produce highly competitive new products; may ease the patent protection process; and require longer timelines to complete development activities.
Survey of 171 firms.
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Make technical assessments to assess technical risk, probably soultions and the feasiblity of manufacturing.
Authors' research experience. A higher proportion of high productivity companies (64.3%) make technical assessments over the low productivity companies (23.1%).
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One of the reasons that product quality failures reoccur is that the knowledge of past failures is not well represented or readily-available to respective parties. One way to represent and share past failures is to construct a knowledge network of failure scenarios.
Source: Hatamura (2003). In: Dai,W., Maropoulos, P.G. &Tang, X.Q. (2010)

Obtain technical information, both internal and external technical developments outside the organization, early on in the new product development process.
Source: Zahay et al., 2004. In: Frishammar, J. & Ylinenpaa, H. (2007)