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Product development for any manufacturer today is both interesting and challenging. Marketing concepts need to be translated into a rational research and development process, which is scientifically supportable and deals with the logistic and administrative requirements of a modern, quality accredited manufacturing business. / Researchers suggest that the key for success in research and development is to involve all areas of a company, from marketing, purchasing and manufacturing to distribution and sales. For this reason it would be wise for companies to establish and maintain procedures that facilitate interaction between the different areas involved, so that innovative ideas are encouraged and integrated with the whole business in an effective and efficient way. The aim of this project was to establish a 'Research and Development Model' designed specifically for a small to medium sized Australian manufacturing business and to apply it to the development of a new range of nutraceutical beverages. / The research and development process involved all scientific and commercial aspects. Relevant data included market information, formulation and supplier details, chemical analyses and specifications for ingredients, results of microbiological analyses, sensorial panels and shelf stability trials. The Research and Development Model facilitated the product development process and it may be useful to other companies wishing to implement a new product range. / Thesis ([MApSc(BiomedicalScience)])--University of South Australia, 2006.

Thesis (PhDBusinessandManagement)--University of South Australia, 2003.

Thesis (Ph.D.)--University of Missouri-Columbia, 2007. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on March 24, 2009) Vita. Includes bibliographical references.

Thesis (M. Phil.)--University of Hong Kong, 2000. / Includes bibliographical references (leaves 167-171).

Public lecture delivered on Mar. 11, 2009 at the Hogeschool van Amsterdam. / Published under the Hogeschool van Amsterdam. Description based on print version record. Includes bibliographical references (p. 51-53).

Diss. Nr. 3472 Wirtschaftswiss. St. Gallen. / Includes bibliographical references.

Thesis (Ph. D.)--Ohio State University, 1986. / Includes bibliographical references (leaves 184-192). Available online via OhioLINK's ETD Center.

Thesis (MTech (Mechanical Engineering))--Cape Peninsula University of Technology, 2008 / Product innovation has transformed the minds of business people because of its ability to increase productivity. Other than increased productivity it also allows companies to extend the range of the available products to consumers as well as lowering the prices consumers have to pay. Product innovation if managed correctly will create wealth and reward risk-taking by means of technological development throughout organisational processes. SMEs fail to manage product innovation because they are unable to cope with pressures exerted by external factors as well as lack business management skills. This then impacts on the level of innovation that takes place in a company. A lack of innovation and sound leadership skills often leads to very little strategic vision in the company. This influences the commitment of the workforce and often causes the downfall of a company. Case study methodology was used to collect and analyze the data, which was drawn from an empirical study covering nine engineering companies which practices NPD (New Product Development). Observation, questionnaire and personal interviews were used to collect relevant data for analysis. In addition, the SPSS 14.0 was utilized in order to generate frequencies, tables, and in particular graphics, as the researcher believes that graphics are helpful and easy to make the analysis more understandable. The paper aims to investigate whether SMEEs in the Western Cape are using key NPD success factors to deal with the environmental uncertainties that disturb the management of NPD. The findings of the study indicated that the principles of key NPD success factors were found to be in place in the SMEEs in the Western Cape. All the managers who took part in the survey showed determination and commitment towards the success of their organizations. Those SMEEs proved that their existence was meant to satisfy the needs of their customers. Those managers also showed that they knew exactly what their customers needed. Employees in those organizations worked as a team and produced good quality products that satisfied their customers. Those organizations started small but grew with time as the needs of their customers continuously changed. The growth in those organizations was seen in the number of employees employed from time to time.

published_or_final_version / Industrial and Manufacturing Systems Engineering / Doctoral / Doctor of Philosophy