New Product Management

Past adopters of
New Products Management
will notice major changes in this edi-tion. While there are some changes in virtually every chapter, some of the most substantial changes are as follows: 1. The first three chapters have undergone a major reorganization. Three key concepts from early chapters (new products process, product innovation charter, and product portfolio) are now introduced in Part I as the three
strategic elements of product development
. This unites all the key strategies in-volved in new product development and serves as a foundation for all as-pects of product development presented in later chapters. Chapter 1 is no longer a “menu” and has been retitled “The Strategic Elements of Product Development.” The material from Chapter 2, which introduced the basic new products process, has been moved to Chapter 1, and that introduction is now presented here as the first of the three strategic elements. The new products process is introduced in Chapter 1 as it is indeed the framework on which the rest of the text is built. The new products process is expanded on in Chapter 2. The product innovation charter and product portfolio are de-tailed in Chapter 3. 2. Chapter 1 includes updated data on product success and failure from the new CPAS study and expanded coverage of globalization in new product development. This newly revised introductory chapter also goes much deeper into key topics such as fuzzy gates, overlapping phases, and the third-generation new products process. 3. Chapter 2 picks up the discussion of the new products process with a much fuller discussion of important issues such as new service development, amply illustrated with new examples such as JetBlue and FedEx. Impor-tantly, the chapter now begins with a new extended example, the “P&G Cosmetics Saga,” that illustrates all three strategic elements mentioned ear-lier as well as the importance of new product teams. A very important addi-tion to Chapter 2 is the increased discussion of...