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Product Concepts (product + concept)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	80%

Selected Abstracts

A Web-enabled product definition and customization system for product conceptualization

EXPERT SYSTEMS, Issue 5 2005
Wei Yan
Abstract: Owing to rapidly changing customer needs and much shorter product life cycles, for developing a successful product it is imperative to employ more efficient and flexible approaches for product conceptualization. To meet this demand, a Web-enabled product definition and customization system (PDCS) is proposed, from a design-knowledge-handling viewpoint, in this paper. It comprises two phases, namely product definition based on the laddering technique and a novel design knowledge hierarchy, and product customization based on an integrated methodology of conjoint analysis and Kohonen association techniques. Basically, this system is a method of conducting design decision-making via customer involvement, i.e. a strategy for transforming customer preference into a specific product concept. A case study on wood golf club design is used to illustrate and validate the proposed Web-enabled PDCS. [source]

Proactive consumer consultation: the effect of information provision on response to transgenic animals

JOURNAL OF PUBLIC AFFAIRS, Issue 3-4 2005
David Castle
A national study is reported which proactively engaged 1365 Canadian consumers and solicited their opinions concerning new transgenic salmon and pork products which have not yet entered the marketplace. Respondents were methodically requested to provide initial free-association responses, and then scaled responses to product concepts about which progressively more information was revealed. This combined qualitative and quantitative method was pursued in order to determine initial knowledge levels and subsequent responses with a minimal amount of cueing via question probes. The results indicate that disclosure concerning benefits and risks of these new technologies did not harm judgements about them or estimates of purchase intent. A significant determinant of opinions was the gender of the respondent. Females were more negatively predisposed overall to the concepts and more sensitive to specific information regarding product benefits and risks. The research offers a methodological template for public consultation and communication pre-testing for new biotechnological products. Implications for regulatory policy and information dissemination for new food biotechnology products are discussed. Copyright © 2005 John Wiley & Sons, Ltd. [source]

Concept Shifting and the Radical Product Development Process

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2007
Victor P. Seidel
Radical product development projects, which are undertaken to create new categories of products, present significant challenges to development teams. In such settings existing formal processes may be limited or inappropriate, and objectives may be ambiguous and changing. The generation of a novel product concept early in the process can play an important role in guiding development teams, but the process by which teams later change concepts, as may be required within radical contexts, has merited further research. This study investigated how teams change novel product concepts after initial generation, employing an inductive case-study method drawing from 51 interviews with members of six radical development projects. The empirical results found that concepts were described in terms of concept components,elemental descriptive forms that included verbal stories, verbal metaphors, and physical prototypes. When changes were required to concepts due to new technical or market information, rather than reconsider the overall concept through iteration to earlier product definition stages, teams shifted individual concept components, with a new component replacing a component of similar descriptive form. Over half of concept components observed across cases came after the initial generation of concepts in later elaboration and shifting. Contrary to expectations, development teams maintained reference not only to the revised concept but also to the deferred original concept. The case of a novel electronic book development project is used to illustrate the process, along with evidence of concept shifting across cases. The detailed findings expand our understanding of how formal processes may be augmented in radical innovation settings and how concepts are actually used by development teams in changing circumstances. [source]

Implementing the lead user method in a high technology firm: A longitudinal study of intentions versus actions

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2001
Erik L. Olson
The customer or user's role in the new product development process is limited or nonexistent in many high technology firms, despite evidence that suggests customers are frequently an excellent source for new product ideas with great market potential. This article examines the implementation of the Lead User method for gathering new product ideas from leading edge customers by an IT firm that had not previously done much customer research during their new product development efforts. This case study follows the decision-makers of the firm through the process, where the end result is the generation of a number of useful product concepts. Besides the ideas generated, management at the firm is also impressed with the way the method makes their new product development process more cross-functional and they plan to make it a part of their future new product development practices. Approximately one year later the firm is revisited to find out if the Lead User method has become a permanent part of their new product development process. The authors find, however, that the firm has abandoned research on the customer despite the fact that several of the lead-user derived product concepts had been successfully implemented. Management explanations for their return to a technology push process for developing new products include personnel turnover and lack of time. Using organizational learning theory to examine the case, the authors suggest that the nontechnology specific product concepts generated by the lead users were seen as ambiguous and hence overly simplistic and less valuable by the new product development personnel. The technical language spoken by the new product personnel also increased the inertia of old technology push development process by making it more prestigious and comfortable to plan new products with their technology suppliers. The fact that the firm was doing well throughout this process also decreased the pressure to change from their established new product development routine. The implications for these finding are that: 1) it is necessary to pressure or reward personnel in order to make permanent changes to established routines, and 2) researchers should be careful at taking managers at their word when asking them about their future intentions. [source]