Stage 9: Post-Launch Review

Primary findings

Secondary findings

Primary findings

Methods

Four Best Practices in the NPD process are: 2) Performance Measurement. The use of metrics to gauge how products perform -- success, profitability, Net Present Value, is a major weakness with less than 30% of firms having such metrics.
A quantitative survey of 105 business units, supported by team's experience in NPD modeling, consultation, application and analysis.
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Knowledge generated through past NPD projects should be captured, organized and transformed for application in future NPD projects. The organization and team experience can be codified as technological and marketing capabilities, and the product and process captures as platforms for future NPD projects.
Conceptual model creation based on literature review.
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NPD Project Team and Functional Group — information disseminating, engendering ownership, creating discipline, information seeking, facilitating cross-functional planning — This communication is a combination of the uncertainty reduction activities as well as the engagement capabilities. When the members of the functional groups have a sense of ownership, they are proactive in seeking information they require, and providing information that will be necessary in advanced stages.
Case study analysis.
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To ensure compliance with the FDA's Quality System Regulation, medical device manufacturers should use a structured product development process to instill discipline in the product life cycle. A hierarchical approach arranges activity from Stages (phases) to Steps to Activities and finally to Tasks. Each Stage has a unique theme and set of deliverables. For example: Stage 4 — Commercialization. Delivering the product to customers in a controlled manner and gathering feedback on the product's performance. Includes full-scale product launch, release of evaluation tools and mass communication with customers. Manufacturing operations are ramped up to full-scale production. In addition, a post-launch evaluation is conducted to assess the actual results in comparison to projected performance and sales. The NPD team hands the product ownership and control over to the supporting organization for the duration of the product's life cycle.
Summary of the U.S. Food and Drug Administration's regulations for the research and development process underlying Medical Device manufacturing.
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Measures

A sample of measurement items for new product development proficiency and organizational integration are shared. All items are rated on a seven-point Likert scale. See tables within the text for actual measurement items.
Survey of 45 firms in heavy construction industry.
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Measuring Success occurs during two post-launch reviews: 1) One to three months after launch, including comparisons of the project's costs and timing targets with actual performance, the NPD process and project execution suggestions; 2) Three to twelve months later (depending on project complexity) when there is enough commercial experience to judge the market receptivity, along with manufacturing and technology performance.
Industry experience.
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Table 2 (page 146) lists five categories of intertemporal integration activities, and three levels of NPD performance. Table 2 goes on to list sets of measures appropriate for each.
Conceptual model creation based on literature review.
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Secondary findings

Carriers

When planning, implementing or evaluating a knowledge translation (innovation) process, diffusion theory suggests that one of the factors that can influence the appeal of new knowledge to a potential knowledge user is its trialability. Generally, adoption strength increases with the knowledge user’s ability to incrementally test the viability of the new knowledge prior to its full implementation.
Source: (Rogers, 2003). In: Ashley, S.R. (2009)

Measures

Measures of Organizational Integration, NPD Proficiency and new product success
Source: Price, 1972; Pinto & Pinto, 1991; Ruekert and Walker, 1987a, 1987b; Miller and Friesen, 1982; Souder, 1981. In: Millson, M.R. & Wilemon, D. (2006)

Tips

Consider market conditions — entry into large and growing markets; and markets with competition
Source: Cooper & Kleinschmidt, 1987, 1993. In: Brown, S.L. & Eisenhardt K.M. (1995)

Consulting and Contract Research relationships tend to provide more common yet specialized expertise that is required in the latter stages, such as product differentiation and improvement.
Source: Meyer-Krahmer & Schmoch (1998). In: Perkman, Markus & Walsh, Kathryn (2007)

Use failure mode and effects analysis to improve the probability of new product success.
Source: Griffin (1992); Hockman& Jenkins (1994); Wasserman (1993). In: Ittner, C. D. & Larcker, D. F. (1997)