This work outlines an Innovation Gap in technology commercialization and presents a novel tool, the Advanced Technology Innovation Mapping (ATIM) tool to address this gap. The tool aims to support technology commercialization in early stages of & prior to the New Product Development Process. The dissertation includes a detailed rationale, description, history, similar and originating methods for this tool based on Value Engineering and Function Maps for Design. This work also demonstrates on several example studies the use of the tool and evaluates via an exploratory study the usefulness of the tool. Research tests the tool in educational and training programs at the University of Texas at Austin and finds that the tool improves user understating of majority of important factors for technology commercialization (customer, technology, development activities). User feedback supports these conclusions. In the future the tool could be further expanded, more standardized and improved. Additionally, the work proposes further ways to study the tool in different settings and with groups of different sizes beyond this early exploratory study. / text

Bakalauro baigiamajame darbe analizuojama naujo produkto pakuotės koncepcijos tema. Bet kuri organizacija siekianti sukurti sėkmingą produktą, sprendžia ir jos pakuotės koncepcijos klausimą. Šio darbo tiriamą problemą galima apibūdinti klausimais: kokia turi būti naujo produkto pakuotės koncepcija, kuri būtų pagrindas sėkmingam prekės konkurencingumui laiduoti? Kitaip sakant, ieškoma atsakymo į klausimą, kokia turi būti priešuždegiminio preparato pakuotė, kuri geriausiai atitiktų jos potencialių vartotojų poreikius? Išanalizavus literatūrą apibrėžta pakuotės koncepcijos savoka, identifikuoti pakuotės verbaliniai, neverbaliniai elementai bei su jais susijusios pakuotės funkcijos. / Bachelor’s thesis examines what should be the concept of a new product packing. All companies which are trying to establish a successful product deals with package concept question. The analyzed issue can be characterized by the following question: what should the concept of a new product packing be to guarantee a basis for a successful competitiveness? In other words, what should be the packing of anti – inflammatory drugs that would satisfy the needs of a potential consumer? After analyzing scientific and practical literature a definition of the concept of the product was defined – to identify verbal and non – verbal elements of a product, and some of the particular functions.

For many firms, particularly those operating in high technology and competitive markets, knowledge is cited as the most important strategic asset to the firm, which significantly drives its survival and success. Knowledge management (KM) impacts the firm's ability to develop process features that reduce manufacturing costs, product designs with the features and functionality to match consumer demand, and time to market. Unfortunately, many firms lack an understanding of how to develop and exploit knowledge capabilities for success. In this thesis I develop a rich and multifaceted understanding of how KM strategies lead to successful outcomes for a firm. The thesis comprises three essays, described below. The first essay (Chapter 2) examines how volume-based learning influences the relationship between a buyer and supplier in a two-period Stackelberg game. Three types of knowledge management practices are considered. First, in contrast to the literature, I recognize that knowledge accumulated from current in-house production contributes to the buyer's future product and process development efforts. Second, I allow the supplier to invest in integration process improvement (a form of knowledge development) to reduce the buyer's integration cost. Therefore, the supplier has two mechanisms to impact the buyer's demand: price and process improvement. Lastly, both the buyer and supplier benefit from volume-based learning that reduces their respective production costs. I provide conditions under which the buyer partially outsources component demand as opposed to fully outsourcing or fully producing in-house. In addition, I identify conditions for which the supplier's price and investment in integration process improvement can serve either as substitutes or complements. In the second essay (Chapter 3), I consider knowledge development (KD) strategies in a new product development (NPD) project with three stages of activities conducted concurrently: prototyping, pilot line testing, and production ramp-up. I capture the link between successive stages of engineering activities by recognizing that knowledge accumulated in one stage and transferred to another stage improves the efficiency of knowledge development in the recipient stage. A Base Model and two extensions are introduced that differ in the manner in which knowledge transfer (KT) occurs. I find that the NPD manager pursues different dynamic strategies for KD in each stage of the project. In addition, I explore how the effectiveness of KD and the returns to KT impact the optimal strategies adopted in each stage. In the third essay (Chapter 4), I introduce a dynamic model to explore the impact of KT on a manager?s pursuit of an existing product improvement project and a new product development project. These two projects consume costly knowledge development resources. A key feature of the model is the characterization of the knowledge transfer process from the new product development project to the existing product improvement project. As a result of KT, the ability of the existing product improvement project to generate new knowledge is enhanced. However, the ability of the new product to generate expected net revenue when it is released to the marketplace is reduced due to the loss of proprietary knowledge. I obtain dynamic optimal strategies of KD in both projects and the optimal strategy of KT from the new product development project to the existing product improvement project.

在市場全球化、國際化競爭的環境中，企業需加強對競爭對手的了解、對競爭市場變動的認知，並致力於開發有特色創意的商品、開發多元化的行銷通路、及提供多元化的創新服務，此一趨勢，突顯競爭智慧(Competitive Intelligence，CI)的重要性。競爭智慧是一種過程，蒐集分析競爭環境的變化、競爭對手相關資訊，包括企業的競爭對手是誰、他們在產業的地位如何、競爭對手的策略等資訊，所產生的產品為智慧與謀略，提供給企業高層進行決策分析與提出因應對策，以取得競爭優勢，而競爭智慧系統也是企業預警的必要條件，企業可以利用競爭智慧系統，更彈性、 更快速的回應市場的變化。 本研究以個案公司進行案例分析，探討個案公司在中國發展冷藏飲料，因為產業環境競爭劇烈及個案公司經營不善情況下，個案公司應採取何種策略來改善現況，從九力分析推論出個案公司應主動操作科技作用力及新產品開發，讓消費者接受新產品，創造個案公司營收及利潤。故本研究選擇以新產品開發為研究方向，根據新產品屬性及影響消費者購買因素之分析，設計新產品開發模型結合競爭智慧，為個案公司設計創新流程，創造競爭優勢。 研究結果發現，商品競爭智慧之建立能幫助個案公司相關人員提高作業效率，亦可藉由此模型所提供的流程，快速反應市場的變化，提升消費者滿意度，間接提高企業品牌知名度，建立品牌優勢。此新產品開發模型可降低產業內競爭及購買者議價能力，對企業產生之威脅，提高企業在產業中的競爭力。因此市場追隨者更應建置競爭智慧流程，以提升自身的競爭優勢。 / In a globalization market and competitive environment, enterprises need to understand their competitors and be aware of changes in the competitive market .They also have to develop products with unique characteristics. Both to expand the diversified marketing channels, and to provide a wider range of innovative services .This trend, put across the importance of Competitive Intelligence. Competitive Intelligence is a process to collect and analysis the changing information of the competitive environment and competitors. The essential factor in keeping continuous competitive advantages is the combination of the firm’s strategic position, resources and capabilities altogether to develop the fit strategy or tactics to respond to the rapid changing of the competitive environment. How can firms use the immediateness , Comprehensiveness, Integration, and the extension of information technology (IT) to provide cross-sectional data collection as well as longitudinal trend analysis to assist decision makers make a more professional decisions instead of a personal experience . It is important that the competitive intelligence system shows warning signs of enterprises, so that decision makers can be more flexible and rapid in responding to the changing of the market. This research takes the case as an example case study of a lagger company. To study what strategy should be applied to the company in order to face keen competition under the pressure of both the market and the non-marketing environment of Chilled Non-alcoholic Beverage Industry in China. From the analyise of “The Nine Forces Analysis”, the company has been good at utilizing the IT and the “new product development process” to assist their operation and management process. To have the consumers accept the new product, and to increase the firm’s revenue and profit. Through combining the competitive intelligence system with the “new product development process” model, it will be helpful for any company to evaluate their own competitive advantage in comparing with other competitors. Result shows that the establishment of competitive intelligent system will improve the staff’s operating efficiencies and the process of “new product development process” model can quicker in responding to the change of the competitive market. Competitive intelligent system will enhance the consumer satisfaction, their brand visibility, and build advantages for the brand itself. The office of “new product development process” model in the competitive intelligent system can decrease the threats of competition within the industry and the enterprise bargaining powers of buyers, and increase the competition powers within the industry. So the followers of the market should have the process of competitive intelligence system on their side, in order to enhance their competitive advantages.

Management of knowledge involved in the new product development (NPD) projects is critical to the success of firms competing in environments that require rapid innovation. Unfortunately, many firms lack an understanding of how to develop knowledge management (KM) strategies that drive successful outcomes. In this thesis I develop a rich and multifaceted understanding of how KM strategies drive successful NPD outcomes. I examine KM strategies for NPD at two different decision making levels. First, I consider the how the manager of a single NPD project should pursue knowledge acquisition for its product and process design teams and knowledge transfer between the teams over time throughout the development project. The ability to develop and integrate knowledge drives the net revenue earned at the product release time. I show that two different dynamic KM strategies arise: a delay strategy and a front-loading strategy. I characterize drivers of each strategy and the drivers of the market entry time strategy. In contrast to the deterministic approach above, I introduce a stochastic model. The manager of a single NPD project maximizes expected net revenue which reflects the effectiveness of product and process development. I consider the effect of rework that occurs as a result of the KM activities. Although manager's strategies for knowledge creation satisfy either the delay or front-loading strategy the drivers of each strategy in this model are substantially different from those in the first model reflecting the stochastic nature of the project and the effect of rework. In a third model, I consider the strategic level question of how a firm engages in relationships with its competitor regarding the sharing or transfer of knowledge resources for NPD. I consider two cooperative mechanisms: knowledge transfer when both firms ultimately enter the market separately as competitors versus knowledge sharing when both firms enter the market together following the joint development of a new product. In this thesis, I develop the KM strategies followed by the firms for each cooperation mechanism. In addition, I analyze the impact of firm and market characteristics on firms decision to whether to cooperate or not, and other KM decisions.

The motion picture industry is characterized by a high degree of artistic innovation that revolves around the project rather than the firm. Success is elusive and firms operate in an environment of symmetrical ignorance, that is, high levels of demand uncertainty as well as product uncertainty. This makes managing the commercial development of new products difficult. The study of the factors that drive success in new product development have been significant, however, little attention has been given to experiential and creatively driven products such as motion pictures. While a number of studies have attempted to find accurate means to predict performance in motion pictures, most of these have met with limited results, yet few, if any, have linked the knowledge gained from the study of new product development with the industry. Similarly, the impact of market orientation on firm performance and new product success has been the focus of much empirical research since the late 1980's and has been shown to be significantly associated with new product performance. Here, the marketing literature and the NPD literature converge, yet few studies have attempted to study how the same concepts might apply in motion picture production. The primary focus of this study was to explore the feasibility of the NPD and market orientation literature in the development of successful motion picture and whether or not similar application of this knowledge is tenable. As such, the study centers around two broad research issues: RESEARCH ISSUE 1: How can Australian films perform better? In other words, what are the factors that drive success in Australian motion picture production? RESEARCH ISSUE 2: What is the role of the audience in the development of successful Motion Pictures in Australia? Or in other words, do Australian filmmakers need to be "close" to their audience (market oriented) in order to attain higher levels of success. Australia has been used as a context primarily due to the accessibility of data. This represents a relatively new setting for the study of NPD and market orientation and a new industry. Therefore, an exploratory study was designed which utilized in-depth interviews with experts from three sectors of the Australian motion picture industry. This was deemed to be the best approach given the dearth of previous studies in this setting and the fact that the majority of past industry studies have been quantitative. The findings reveal some support for a significant relationship between success and new product development activities such as product advantage, market orientation, up-front homework, early product definition, cross-functional and coordinated teams, and launch. Product advantage, however, is better understood in terms of a movie's marketability and playability, that is, the perceived superiority of its attributes before and after its viewing. A market orientation is likely to be more effective in the motion picture industry when it helps a firm lead its customers rather than encourages a firm to be led by them. Finally, despite previous studies in the Australian industry, the number of scripts in development is unlikely to matter. What matters is that the scripts that are ready to move into production are evaluated fully and that full support is provided to those that make it through in order to give them the best chance for success.

Small to Medium Enterprises (SMEs) face enormous financial risk when embarking on a new product launch. SMEs are less likely to implement more formal risk minimization strategies for new product development (NPD) such as StageGate, often citing reasons of resource constraints or the more prevalent notion that “this stuff doesn’t apply to us”. Two key elements of any such risk minimization strategies are an early emphasis on benchmarking competitors and a thorough study of the attitudes and behaviours of potential customers. The SME’s investment of time and resource in early acquisition of this knowledge is a critical factor for success (Cooper 2001). Armed with this information, the SME is able to adopt a Customer Focused Design (CFD) strategy, whereby the product development effort is remains focused on the external customers wants and needs through all phases. SMEs that are able to satisfy these needs more effectively enjoy an obvious competitive advantage (Matzler and Hinterhuber 1998; Lüthje 2004). SMEs are often challenged by these tasks (Freel 2000; Larsen and Lewis 2007; Owens 2007). They may be overwhelmed by the prospect of expected costs, lack of expertise, and financial pressures to rush to market. Too often the more conventional path is chosen, whereby a solution is proposed, developed and tested in the market to “see if it sticks”. Such methodologies are less effective and subject the SME to increased financial risk. International studies of SMEs attitudes and behaviour towards NPD reveal common challenges of resource limitations, skills deficiencies and organizational issues (Xueli, Soutar et al. 2002; de Jong and Vermeulen 2006; Siu, Lin et al. 2006; Murphy and Ledwith 2007; Owens 2007). New Zealand firms are no exception, and are burdened with similar challenges as their international counterparts. This study aims to propose a simple framework for small firms who wish to acquire knowledge about their target markets and potential customers with limited time and resources. The framework enables SMEs to incorporate customer focused design principles into their product definition phase, and better orient themselves to the consumer marketplace. The study makes use of a New Zealand based case study to evaluate how the framework may be employed to identify quick and inexpensive efforts that can reproduce some elements of more sophisticated CFD and benchmarking methods. The obtained results are incorporated into a product design specification and embodied into a physical prototype to further illuminate the process. In addition to the primary area of study, prospects for new adjacent product lines and new potential markets for future development are also gained from the research.

Small to Medium Enterprises (SMEs) face enormous financial risk when embarking on a new product launch. SMEs are less likely to implement more formal risk minimization strategies for new product development (NPD) such as StageGate, often citing reasons of resource constraints or the more prevalent notion that “this stuff doesn’t apply to us”. Two key elements of any such risk minimization strategies are an early emphasis on benchmarking competitors and a thorough study of the attitudes and behaviours of potential customers. The SME’s investment of time and resource in early acquisition of this knowledge is a critical factor for success (Cooper 2001). Armed with this information, the SME is able to adopt a Customer Focused Design (CFD) strategy, whereby the product development effort is remains focused on the external customers wants and needs through all phases. SMEs that are able to satisfy these needs more effectively enjoy an obvious competitive advantage (Matzler and Hinterhuber 1998; Lüthje 2004). SMEs are often challenged by these tasks (Freel 2000; Larsen and Lewis 2007; Owens 2007). They may be overwhelmed by the prospect of expected costs, lack of expertise, and financial pressures to rush to market. Too often the more conventional path is chosen, whereby a solution is proposed, developed and tested in the market to “see if it sticks”. Such methodologies are less effective and subject the SME to increased financial risk. International studies of SMEs attitudes and behaviour towards NPD reveal common challenges of resource limitations, skills deficiencies and organizational issues (Xueli, Soutar et al. 2002; de Jong and Vermeulen 2006; Siu, Lin et al. 2006; Murphy and Ledwith 2007; Owens 2007). New Zealand firms are no exception, and are burdened with similar challenges as their international counterparts. This study aims to propose a simple framework for small firms who wish to acquire knowledge about their target markets and potential customers with limited time and resources. The framework enables SMEs to incorporate customer focused design principles into their product definition phase, and better orient themselves to the consumer marketplace. The study makes use of a New Zealand based case study to evaluate how the framework may be employed to identify quick and inexpensive efforts that can reproduce some elements of more sophisticated CFD and benchmarking methods. The obtained results are incorporated into a product design specification and embodied into a physical prototype to further illuminate the process. In addition to the primary area of study, prospects for new adjacent product lines and new potential markets for future development are also gained from the research.

Small to Medium Enterprises (SMEs) face enormous financial risk when embarking on a new product launch. SMEs are less likely to implement more formal risk minimization strategies for new product development (NPD) such as StageGate, often citing reasons of resource constraints or the more prevalent notion that “this stuff doesn’t apply to us”. Two key elements of any such risk minimization strategies are an early emphasis on benchmarking competitors and a thorough study of the attitudes and behaviours of potential customers. The SME’s investment of time and resource in early acquisition of this knowledge is a critical factor for success (Cooper 2001). Armed with this information, the SME is able to adopt a Customer Focused Design (CFD) strategy, whereby the product development effort is remains focused on the external customers wants and needs through all phases. SMEs that are able to satisfy these needs more effectively enjoy an obvious competitive advantage (Matzler and Hinterhuber 1998; Lüthje 2004). SMEs are often challenged by these tasks (Freel 2000; Larsen and Lewis 2007; Owens 2007). They may be overwhelmed by the prospect of expected costs, lack of expertise, and financial pressures to rush to market. Too often the more conventional path is chosen, whereby a solution is proposed, developed and tested in the market to “see if it sticks”. Such methodologies are less effective and subject the SME to increased financial risk. International studies of SMEs attitudes and behaviour towards NPD reveal common challenges of resource limitations, skills deficiencies and organizational issues (Xueli, Soutar et al. 2002; de Jong and Vermeulen 2006; Siu, Lin et al. 2006; Murphy and Ledwith 2007; Owens 2007). New Zealand firms are no exception, and are burdened with similar challenges as their international counterparts. This study aims to propose a simple framework for small firms who wish to acquire knowledge about their target markets and potential customers with limited time and resources. The framework enables SMEs to incorporate customer focused design principles into their product definition phase, and better orient themselves to the consumer marketplace. The study makes use of a New Zealand based case study to evaluate how the framework may be employed to identify quick and inexpensive efforts that can reproduce some elements of more sophisticated CFD and benchmarking methods. The obtained results are incorporated into a product design specification and embodied into a physical prototype to further illuminate the process. In addition to the primary area of study, prospects for new adjacent product lines and new potential markets for future development are also gained from the research.

Diss. (sammanfattning) Stockholm : Handelshögsk., 2003. / Härtill 6 uppsatser.