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1
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Customer Involvement in the Game Development Process

100%
Prystupa-Rządca K., Starostka J.
Journal of Entrepreneurship, Management and Innovation
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2015
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vol. 11
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issue 3
43-66
EN
The creative industry is a fast developing sector of economy in many countries. Growing competition in this area has led many companies to implement strategy of users' involvement in product development in order to deliver products that are more aligned with customers’ needs. On the other hand, the attempt to align the customers’ expectations with artistic creativity may create tensions. Therefore, the aim of the research is to examine the methods of users’ involvement in product development and real impact of the users on project design. The obtained findings are based on two-year qualitative research project conducted in game development companies.
2
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Overview of new product development strategies and models

100%
Guzik A.
Catallaxy
|
2023
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vol. 8
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issue 1
21-34
EN
Motivation: The motivation for the overview presented in this article is to provide a starting point for considering whether existing new product development methodology and its level of detail allows product teams to develop high-quality and business-effective product concepts. Aim: The aim of this article is recognise the current state of research into new product development methodology and to present the strategies and models for New Product Development (NPD). Materials and methods: The systematic review of the literature was applied in the article. Results: The first section outlines the main strategies for new product development and how they are divided by methodological stance, degree of planning, search pattern, focus and response. The second part discusses the known models of new product development including: the craft model and the 5 generations based on the innovation models described by Rothwell and the stages of the manufacturing process defined in the literature. Part four looks at new trends in new product development, including: Open Innovation, Rapid Product Development (RPD), Agile New Product Development (ANPD), Sustainable New Product development (SNPD), the Design Thinking method and the new technologies of Industry 4.0.
3

Product Portfolio Management: An Important Business Strategy

100%
Doorasamy M.
Foundations of Management
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2015
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vol. 7
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issue 1
29-36
EN
The aim of this article is to provide reader with a comprehensive insight on the theories, empirical findings and models of Product Portfolio Management (PPM) during new product development. This article will allow for an in-depth theoretical approach on PPM and demonstrate to managers the importance of adopting PPM as business strategy during decision making. The objective of this paper is to present a literature review of models, theories, approaches and findings on the relationship between Product Portfolio Management and new product development. Relevant statistical trends, historical developments, published opinion of major writers in this field will be presented to provide concrete evidence of the problem being discussed.
4
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Value Co-Creation on Public Social Media at Different Stages of the New Product Development Process. A Case Study of a Polish Clothes Manufacturer

100%
Piątkowska B.
Journal of Marketing and Consumer Behaviour in Emerging Markets
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2022
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issue 1(14)
40-51
EN
This study contributes to the value co-creation theory in the context of the new product development process. The aim of this study is a comparison of interactions that lead to creation of value on public social media. The considered interactions are at diff erent stages of the new product development process: an idea generation and product development (crowdsourcing) and post-launch (product off erings). The place where interactions take place is Facebook fan page of a Polish clothes manufacturer. The DART model of value co-creation is the framework of the comparison. The results show that interactions at the stage of ideation and product development phase attracted more attention from the social media users than post-launch ones. Interactions at the stage of idea generation phase encouraged social media users to communicate with other social media users. It was rare with post-launch activities in the form of product off ering. The study is qualitative, based on a case study of a Polish clothes manufacturer with the use of an indepth interview and netnography.
5

Project Parameter Estimation on the Basis of an Erp Database

88%
Relich M.
Foundations of Management
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2013
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vol. 5
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issue 2
49-58
EN
Nowadays, more and more enterprises are using Enterprise Resource Planning (EPR) systems that can also be used to plan and control the development of new products. In order to obtain a project schedule, certain parameters (e.g. duration) have to be specified in an ERP system. These parameters can be defined by the employees according to their knowledge, or can be estimated on the basis of data from previously completed projects. This paper investigates using an ERP database to identify those variables that have a significant influence on the duration of a project phase. In the paper, a model of knowledge discovery from an ERP database is proposed. The presented method contains four stages of the knowledge discovery process such as data selection, data transformation, data mining and interpretation of patterns in the context of new product development. Among data mining techniques, a fuzzy neural system is chosen to seek relationships on the basis of data from completed projects stored in an ERP system.
6
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Boosting creativity in co-creation with consumers in the fuzzy frontend of new product development: A literature review and organizing framework

88%
Olszewski M.
e-mentor
|
2022
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vol. 94
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issue 2
36-47
EN
Interest in consumer co-creation in the fuzzy front-end of the new product development (NPD) process has increased in recent years. It is generally acknowledged that integrating consumers into collaborative idea generation leverages the potential of social interactions, knowledge sharing and collective creativity, and it may improve the success of NPD. Despite extensive literature on value co-creation, little is known about how creativity can be enhanced and encouraged in this process. Based on a thorough literature review, the author develops an organising framework and six propositions on how creativity can be stimulated at the fuzzy front-end of the innovation process. By exploring the relevant literature, this study extends the understanding of the role that creativity plays in co-creation for NPD and provides some guidelines that may help boost the creative output and interest in co-creation activities during the development stage of an idea.
7

Estimating New Product Success with the Use of Intelligent Systems

88%
Relich M., Bzdyra K.
Foundations of Management
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2014
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vol. 6
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issue 2
7-20
EN
The paper presents identifying success factors in new product development and selecting new product portfolio. The critical success factors are identified on the basis of an enterprise system, including the fields of project management, marketing and customer’s comments concerning the previous products. The model of measuring the success of a product includes the indicators such as duration and cost of product development, and net profit from a product. The proposed methodology is based on identification of the relationships between product success and project environment parameters with the use of artificial neural networks and fuzzy neural system that is compared with the results from linear model. The presented method contains the stages of knowledge discovery process such as data selection, data preprocessing, and data mining in the context of an enterprise resource planning system database. The illustrative example enhances a performance comparison of intelligent systems in the context of data preprocessing.
8
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New product development from the perspective of creating a competitive advantage

88%
Dąbrowski D.
Marketing Instytucji Naukowych i Badawczych
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2023
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vol. 49
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issue 3
141-158
EN
It is acknowledged that achieving product-based competitive advantage is a key task for a company. However, there is still a research gap in determining those specific actions in the process of developing new products that arise from companies' efforts to achieve product-based competitive advantage. Therefore, the aim of this study is to determine the specific actions in the new product development (NPD) process that result from companies' intention to introduce a new product to the market, enabling the achievement of a competitive advantage. The primary research method used in this study is deductive reasoning, supplemented by a literature review. The result of the study is the proposal of three types of actions: a) evaluating an opportunity in terms of its potential to generate a competitive advantage; b) creating a new product with high economic value; and c) assessing both the planned new product and the new product introduced to the market in terms of achieving a competitive advantage. The latter two types of actions can be undertaken at various stages of the NPD process and can pertain to the product concept itself and to specific product forms (e.g., prototypes, pilot products). These proposed actions are significant because attaining a product-based competitive advantage contributes to the achievement of other objectives related to new products (e.g., revenue generation). Therefore, it is recommended that companies incorporate these actions into their NPD process. This study contributes to the field of management by proposing few specific actions in each phase of the NPD process, which arise from a company's intention to achieve a product-based competitive advantage, addressing a previous gap in the literature.
9

Rozwój nowego produktu poprzez wykorzystanie koncepcji zarządzania designem

75%
Dziadkiewicz A.
Roczniki Naukowe Wyższej Szkoły Bankowej w Toruniu
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2013
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issue 12
355-369
EN
It was said, that only products that fulfill customer needs, are profitable. Today, in the era of the Internet, globalization and unrestricted access to information, the ability to produce even unique product is not always a guarantee of success. Designers, marketers and managers try to recognize and satisfy their customers. However, it turns out that the customer doesn’t dictate them his needs, but they have the main role – they must create these needs in the mind of the recipient. The paper shows the necessity of the new look at the customer’s language, redefinition the meaning of his needs and the role of design management in the process of creating a new product.
10
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Internet jako platforma zaangażowania konsumenta w rozwój nowych produktów

63%
Zajkowska M.
Handel Wewnętrzny
|
2018
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issue 4 (375) tom I
400-409
PL
We współczesnej gospodarce sieciowej firmy coraz częściej doceniają siłę Internetu jako platformy do współtworzenia wartości wspólnie z konsumentem. Celem artykułu jest krytyczny przegląd interpretacji zjawiska wpływu różnorodnych mechanizmów internetowych na proces tworzenia innowacji produktowych opartych na współpracy z konsumentem. Zwrócono uwagę na wyróżniające się cechy Internetu jako platformy zaangażowania konsumentów, w tym interaktywność, duży zasięg, szybkość i elastyczność, oraz zaprezentowano możliwości ich wykorzystania w pobudzaniu aktywności konsumentów do współtworzenia innowacyjnych rozwiązań. Internet pozwala firmom tworzyć ciągły dialog ze swoimi użytkownikami oraz skanować wiedzę o potencjalnych klientach konkurencji. Dzięki wykorzystaniu narzędzi środowiska wirtualnego firmy mogą uzyskać dostęp do wiedzy indywidualnych użytkowników lub całych społeczności internetowych. W artykule omówiono, w jaki sposób te mechanizmy mogą ułatwiać współtworzenie innowacji na różnych etapach rozwoju nowych produktów, oraz podjęto próbę oceny poziomu zaangażowania konsumentów na każdym z nich.
EN
In today’s network economy, companies increasingly appreciate the power of the Internet as a platform for co-creating value together with the consumer. The aim of this article is to critically review the interpretation of the impact of various Internet mechanisms on the process of creating product innovations based on cooperation with the consumer. Attention was paid to the distinctive features of the Internet as a platform for consumer engagement, including interactivity, a large reach, speed and flexibility, and the possibilities of using them in stimulating consumer activity to co-create innovative solutions. The Internet allows companies to create a continuous dialogue with their users and to scan knowledge about potential clients of competitors. By using virtual environment tools, companies can gain access to the knowledge of individual users or entire online communities. The article discusses how these mechanisms can facilitate co-creation of innovations at various stages of development of new products and an attempt was made to assess the level of consumer engagement at each of them.
RU
В современной сетевой экономике фирмы все чаще надлежащим образом оценивают мощь интернета в качестве платформы для совместного созида-ния ценностей вместе с потребителем. Цель статьи – дать критический обзор толкования явления влияния разных интернет-механизмов на процесс созда-ния продуктовых инноваций, основанных на сотрудничестве с потребителем. Обратили внимание на выделяющиеся черты интернета в качестве платфор- мы вовлечения потребителей, в том числе интерактивность, большой даиапазон, скорость и гибкость, а также представили возможности их использования в стимулировании активности потребителей к совместному формированию инновационных решений. Интернет позволяет фирмам формировать постоянный диалог со своими пользователями и сканировать знания насчет потенци- альных клиентов конкурентов. Благодаря использованию инструментов виртуальной среды фирмы могут получить доступ к знаниям индивидуальных пользователей или целых интернет-сообществ. В статье представили, каким образом эти механизмы могут облегчить совместное создание инноваций на разных этапах развития новых продуктов, а также предприняли попытку оценить уровень вовлеченности потребителей на каждом из них.
11
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New Product Development in high-tech startups - a conceptual framework

63%
Sońta-Drączkowska E.
Marketing i Rynek
|
2019
|
issue 1
30-37
PL
Rozwój nowych produktów (NPD) to kluczowy proces tworzenia wartości w startupach technologicznych. W artykule omówiono znaczenie tradycyjnych podejść do rozwoju nowych produktów i oceniono je pod kątem przydatności dla nowo utworzonych startupów technologicznych. Ponadto dokonano przeglądu innych koncepcji innowacji i tworzenia nowych przedsięwzięć: podejścia projektowego, lean startupu oraz zwinnego zarządzania projektami. Na podstawie analizy zaproponowano zintegrowane podejście do rozwoju nowych produktów, które może mieć zastosowanie w kontekście startupów technologicznych. Artykuł ma charakter przeglądowy i powstał na podstawie analizy oraz systematycznego porównania najnowszych koncepcji dyskutowanych w literaturze przedmiotu. Opracowanie integruje wątki dyskusji z dziedziny przedsiębiorczości, rozwoju nowych produktów i zarządzania projektami.
EN
New product development (NPD) is a key value creating process in a high-tech startup. This article discusses the relevance of the traditional approaches to NPD and assesses their applicability to a newly founded high-tech-venture. Further, recent concepts to innovative venture creation were reviewed: design thinking, lean startup and agile project management. Based on the analysis an integrated framework for high-tech startup NPD has been proposed. This study is based on an extensive literature review and systematic comparison of the concepts discussed in the current entrepreneurship, new product development and project management literature.
12
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Cykl życia projektów typu New Product Development na przykładzie branży farmaceutycznej

63%
Pojda M., Bukłaha E.
Studia i Prace Kolegium Zarządzania i Finansów
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2022
|
issue 184
21-34
EN
The implementation of new projects in the pharmaceutical industry highly depends on project management knowledge. In order to implement them effectively, project managers can use a wide range of tools and techniques developed over decades in various industries around the world. Regardless of the chosen development model, effective project implementation has a high impact on the operational efficiency and market position of pharmaceutical companies, therefore, it is worth asking the question about good project practices used in the industry. In this regard, the authors would like to analyse a life cycle scheme for implementing projects of new medicinal products, allowing for the effective implementation of projects in the segment of generic drugs. It will be presented taking into account the issue of projectification of the pharmaceutical industry and the specificity of implementing projects concerning new products development and introducing them into the market.
PL
Wdrażanie nowych projektów w branży farmaceutycznej jest ściśle powiązane z zarządzaniem projektami. W celu ich skutecznej realizacji kierownicy projektów mogą korzystać z szerokiego instrumentarium narzędzi i technik, wypracowanych przez dziesięciolecia w różnych branżach na całym świecie. Ponieważ – niezależnie od wybranego modelu rozwoju – skuteczna realizacja projektów w wysokim stopniu wpływa na sprawność działania i pozycję rynkową firm farmaceutycznych, warto zadać pytanie o stosowane w branży dobre praktyki projektowe. W tym zakresie autorzy poddali analizie schemat realizacji projektów wdrażania nowych produktów leczniczych, pozwalający skutecznie wprowadzać te projekty w segmencie leków generycznych. Zagadnienie to zostanie przedstawione z uwzględnieniem zjawiska projektyzacji branży farmaceutycznej oraz specyfiki realizacji projektów rozwoju nowych produktów i wprowadzania ich do obrotu.
13
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The Maturity Progression of New Product Development Process in the Context of Security and New Product Success

51%
Rutkowski I.
Handel Wewnętrzny
|
2018
|
issue 4 (375) tom II
307-318
EN
Scientific and empirical studies reveal that despite the implementation of new product development best practices, there are still many projects that fail within the framework of new product strategy. It means that costs are incurred by many stakeholders making up a specific network of relations, and not just enterprise. The conditions, under which companies operate, also affect strategic marketing and operational activities of the organisation. It is therefore no surprise that identifying and managing NPD have become increasingly important issues in the product innovation literature and practice. The main purpose of this conceptual article is to show interrelations between the level of the maturity progression of the new product development process (maturity growth of NPDP) and the level of security and success of a new product in the market. The article is to propose the conception of measuring the level of maturity progression of the new product development process in the context of its safety and success as well as managerial implications of the proposed measurement conception.
PL
Badania naukowe i empiryczne pokazują, że mimo wdrożenia nowych, najlepszych praktyk w zakresie opracowywania produktów, wiele projektów wciąż zawodzi w ramach strategii nowego produktu. Oznacza to, że koszty są ponoszone przez wiele podmiotów tworzących określoną sieć relacji, a nie tylko przedsiębiorstwo. Warunki, w jakich działają firmy, mają również wpływ na marketing strategiczny i działania operacyjne organizacji. Nic więc dziwnego, że identyfikacja i zarządzanie rozwojem nowego produktu stają się coraz ważniejszymi kwestiami w literaturze i praktyce dotyczącej innowacyjności produktów. Głównym celem artykułu koncepcyjnego jest pokazanie wzajemnych zależności między poziomem progresji dojrzałości procesu rozwoju nowego produktu (dojrzałość PRNP) a poziomem bezpieczeństwa i powodzenia nowego produktu na rynku. Zaprezentowano koncepcję pomiaru progresji dojrzałości procesu opracowywania nowego produktu w kontekście bezpieczeństwa i sukcesów oraz wskazano implikacje menadżerskie proponowanej koncepcji pomiaru.
RU
Научные и эмпирические исследования показывают, что несмотря на вне- дрение новых передовых практик в области разработки продуктов, многие проекты по-прежнему разочаровывают в рамках стратегии нового продукта. Это обозначает, что издержки несут многие субъекты, создающие определен- ную сеть отношений, а не только предприятие. Условия, в каких действуют фирмы, тоже оказывают влияние на стратегический маркетинг и оперативные действия организации. Неудивительно, что выявление и управление развити- ем нового продукта становятся все более важными вопросами в литературе и практике, касающейся инновационности продуктов. Основная цель этой концептуальной статьи – показать взаимозависимости между уровнем про- грессии зрелости процесса развития нового продукта (зрелость ПРНП) и уровнем безопасности и успеха нового продукта на рынке. Здесь представ- ляют концепцию измерения прогрессии зрелости процесса разработки нового продукта в контексте безопасности и успехов, а также указывают менеджер- ские импликации предлагаемой концепции измерения.
14
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The Method of Measuring the Progression of New Product Development Process Maturity and Introduction into the Market

51%
Rutkowski I.
Handel Wewnętrzny
|
2017
|
issue 5 (370)
319-326
EN
The article discussed a new method for measuring progression of maturity of new product development process - method referred to herein as a matrix of product innovation process maturity and intelligent grid of relationships - PIPMIGR. It is assumed that enterprise should lead the process of new product development at the highest level of maturity and the highest level of grid/network of relationships maturity. This should work with various stakeholder groups in the areas of matrix most attractive to improve the process less mature and attractive in terms of business. The company should also focus on investing available resources and expertise in the development of new products with a strong competitive position and withdraw from these projects of new products whose competitive position is weak. In the article are therefore proposed normative strategies resulting from assessment of the situation in the matrix.
PL
W artykule omówiono nową metodę pomiaru dojrzałości procesu rozwoju nowego produktu - macierz określaną tutaj jako macierz dojrzałości procesu innowacji produktu i inteligentnej sieci relacji. Przyjęto założenie, że przedsiębiorstwo powinno prowadzić proces innowacji produktu na najwyższym poziomie dojrzałości oraz na najwyższym poziomie dojrzałości sieci relacji. Z różnymi grupami interesariuszy powinno działać w obszarach macierzy najbardziej atrakcyjnych, doskonalić obszary procesowe mniej dojrzałe i atrakcyjne pod względem biznesowym. Przedsiębiorstwo powinno się koncentrować również na inwestowaniu dostępnych zasobów i kompetencji w rozwój nowych produktów o silnej pozycji konkurencyjnej, a wycofać się z tych projektów nowych produktów, których pozycja konkurencyjna jest słaba. W artykule proponowane są zatem normatywne strategie działania wynikające z oceny sytuacji w macierzy.
RU
В статье обсудили новый метод измерения зрелости процесса развития нового продукта – матрицу, определяемую здесь как матрицу зрелости процесса инновации продукта и интеллигентной сети отношений (англ. PIPMIGR). При- няли предположение, что предприятие должно осуществлять процесс инновации продукта на самом высоком уровне зрелости и на самом высоком уровне зрелости сети отношений. С разными группами стейкхолдеров оно должно действовать в области наиболее привлекательных матриц, совершенствовать процессовые сферы менее зрелые и менее привлекательные с точки зрения бизнеса. Предприятие должно сосредоточиваться также на инвестировании доступных средств и компетенций в развитие новых продуктов с сильной конкурентной позицией, отказаться же от тех новых продуктов, конкурентная позиция которых слабая. Следовательно, в статье предлагаются нормативные стратегии действия, вытекающие из оценки ситуации в матрице.
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