M.B.A. / Please refer to full text to view abstract

by Lam Kwok-fai. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1991. / Bibliography: leaves 88-89. / abstract --- p.ii / table of contents --- p.iv / LIST OF ILLUSTRATIONS --- p.vi / list of tables --- p.vii / ACKNOWLEDGEMENT --- p.ix / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Objective --- p.1 / Literature Survey --- p.2 / New Product Development Process --- p.2 / New Product Management --- p.5 / Influence of Supermarket in New Product Development --- p.6 / Summary --- p.6 / Research Questions --- p.8 / Chapter II. --- method --- p.9 / Type of Study --- p.9 / Study Setting --- p.9 / Time Horizon --- p.9 / Unit of Analysis --- p.10 / Population and Sample --- p.10 / Data Collection Method --- p.10 / Sample Characteristics --- p.11 / Variables and Measures --- p.13 / Data Analysis Method --- p.13 / Chapter III. --- THE RESULTS --- p.15 / Review of New Product Development in 1990 --- p.15 / Success Rate --- p.15 / Target of New Products --- p.16 / Expenses --- p.18 / New Product Development Process --- p.19 / The Existence of the Six Stages --- p.19 / Importances of the Stages --- p.19 / Time Spent on the Stages --- p.21 / The Process --- p.21 / Test Marketing and Promotion Methods --- p.24 / Key Personnel in the Stages --- p.26 / Idea Generation --- p.26 / Idea Screening --- p.26 / Business Analysis --- p.29 / Concept Development --- p.29 / Product Development --- p.29 / Test Marketing --- p.33 / New Product Management --- p.35 / Influence of Supermarket in New Product Development --- p.44 / The Unstructured Interview --- p.48 / New Product Development Process --- p.48 / Key Personnel in the Stages --- p.49 / Test Marketing and Promotion Methods --- p.50 / New Product Management --- p.51 / Influence of Supermarket in New Product Development --- p.52 / Chapter IV. --- CONCLUSION --- p.55 / Chapter V. --- RECOMMENDATIONS --- p.57 / APPENDIX I English Questionnaire --- p.60 / APPENDIX II Chinese Questionnaire --- p.74 / BIBLIOGRAPHY --- p.88

Organisational theorists and managers have long shown interest in the role of innovation in organisations as innovation plays a crucial role in sustaining competitive advantage. A recent study revealed a gap between what leading corporations say about innovation and what they do. The gap is large: while 80 percent of companies acknowledged the importance of innovation in their business, only four percent were confident that they were good at it. The present study assessed innovation in a local FMCG organisation. An attempt to ascertain the factors determining innovation delivery in the company was made. The current investigation demonstrated that the overall perception on the company's innovation was high, notably the emphasis on the importance of innovation. Positive strong innovation capabilities have been demonstrated: high innovation commitment, a strategy that promotes innovation and that is clearly communicated and understood by all levels, adequate resources and facilities that keep the company competitive and, very important, an effective process. However, to sustain growth through innovation, the organisation needs to address a number of key issues such as unfavourable employee attitudes towards innovation, risk management, management creativity and the company structure. / Thesis (MBA)-University of Natal, Durban, 2003.

It has become more and more evident that independent food retailers must co-ordinate their individual efforts if they are to gain an operating efficiency paralleling that of the corporate multiple-unit or chain system. Such co-ordination largely has taken three courses: (1) group buying clubs, (2) wholesale- sponsored voluntary chains, and (3) retailer-owned co-operative warehouses. It is the last of these that this study suggests as the most appropriate course for Denton independent retailers.