This study examines the relationship between new product strategy and NPD performance, and also investigates that under different new product strategies, what are the patterns of usage of evaluative categories over NPD evaluative gates, and what are the most frequently used, appropriate evaluative criteria at each development gate throughout the NPD process. Based on a survey of 87 successful new product projects, first of all the results indicate that any new product strategy can be effective, and no one strategy is better than another. More importantly, the aggregated results across new product strategies show that market category is used most frequently at the idea screening, decision on business case and post-launch review gates; financial category shrinking appears on the decision on business case and post-launch review gates; technical category figures noticeable in the idea screening and product testing gates; time category and opportunity category are rarely emerged in the ranked list. In addition, the most frequently used criteria at the NPD evaluative gates alongside various new product strategies are also presented. Finally, we conclude with theoretical contributions and Managerial implications.
Relation:
British Journal of Arts and Social Sciences 1(2), pp.106-117
