内容发布更新时间 : 2024/5/5 5:18:44星期一 下面是文章的全部内容请认真阅读。

1）区域范畴的吸引力（例如，市场的需求，成长和规模，在区域范畴内技术的可操作性等）；

2）公司的利用区域范畴的实力或能力（例如，在公司资源和新产品开发区域范畴内的适应和协调能力）。

在随后的分析中，我们可以把不同因素赋予权重——每个因素在“成功等式”中有多重要。这些因素和它们的权重我们如表1所示，我们用表1为选择争取的区域范畴提供的重要标准和权重。然而要告诫读者的是，这些权重来自一项研究，并作为指导或区域范畴选择的标准点。 六、创新章程的发展

很少人能否认有一个产品创新策略章程来指导公司新产品的取得成功的重要性。但如何去开发这样的章程？文章的其余部分着手处理建立PIC模型的艰难考验。一连串熟悉的概念：业务定义计划和投资组合战略模型，形成章程发展的基础。但这些模型已经在被整合和修改在一写书籍中，以适用于提供新产品的机会，而不是为了私人业务；进一步地说，我们已经从研究中纳入国家的需求，以帮助量化新产品开发的区域范畴。 6.1 设定目标

为一个产品开发计划的设定目标是至关重要的，也是我们大多数人接受的前提。然而，我们的战略研究表明，许多企业实际上在他们的创新项目缺乏书面的，可衡量的目标。

在创新章程中应包括哪些类型的目标？首先，目标应该是可衡量的，可量化的。其次，他们应该把新产品项目和整个公司战略结合起来。最后，他们必须给新产品团队的目的感，并帮助他们做出决定。在决定一个合理的新产品项目目标组合，考虑以下一些类型。 6.2目标角色

新产品的目标的一种类型，要聚焦于在实现企业目标过程中新产品所扮演的角色。例子包括：

1、在5年内，公司新产品销售额的百分比来自于这五年时期内推出的新产品。 （五年是普遍接受的时间跨度，这五年内产品可以被认为“新”。）另外，可以说绝对销售额（第五年新产品的销售额），而不是相对销售或百分比。

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2、企业第五年利润的百分比（总量，贡献，或净额），来源于在这5年的跨度内已经推出的新产品。同样绝对美元可以用相对利润来代替。

3、另外，这些销售和利润目标，可表示作为企业成长的百分比。例如：70％的公司销售增长将来源于未来五年内推出的新产品。

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英文部分：

IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. EM-34, NO. 3, AUGUST 1987

Defining the New Product Strategy

ROBERT G. COOPER

Abstract—New products are critical to the growth and survival of most corporations. The new product strategy is the master plan that guides the product innovation efforts of the firm, and links new product development to the corporate plan. This article looks first at what a product innovation strategy is, its role in the corporation, and why an innovation strategy is essential to an effective new product program. Next, the article focuses on the development of a new product strategy, beginning with objectives and moving to arena selection. A matrix approach to arena definition and selection is used. Empirical data from research by the author is employed in the model to prioritize new product arenas.

INTRODUCTION

NEW products are central to the growth and prosperity of the modern corporation. Increasingly, progressive managements recognize that a new product or technology strategy should be an explicit and central element of the corporate strategy. This article is about new product strategy at the corporate level—about the need for a new product strategy, and about defining and developing such a strategy.

THE IMPORTANCE OF A NEW PRODUCT STRATEGY

New product development and technology bear an integral relationship to a company's strategic thinking by helping to define the range of that company's choices . For many companies, new products and technologies have become the leading edge of corporate strategy, opening up new market and new business opportunities. The rapid growth of countless firms in office-of-the-future, bioengineering, microelectronics, and robotics is evidence of the growth potential of a well conceived new product strategy. Similarly, many of today's corporate giants, such as Xerox, IBM, Polaroid, and Texas Instruments, were fledgling companies only decades ago, but became great because of new product choices made by management in earlier years.

The companies that are most likely to succeed in the development and launch of new products are those firms which implement a company specific approach, driven by corporate objectives and strategies, with a well-defined new product strategy at its core. These are some of the conclusions of a study of business practices by Booz-Allen and Hamilton . There were other recommendations as well, but a product innovation strategy ranks high on the list of the keys to success.

Some firms do develop such strategies. For example, product innovation charters were described by Crawford in his study of 125 firms. He notes that firms are now beginning to pull all the multifunctional elements of a new product strategy together in one document, which specifies the types of markets, products, technologies, and orientation the firm will pursue with its new product program.

PROBLEM

In spite o f the importance of new products, management can find little help from

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the traditional literature in the formulation of a new product strategy. Few guidelines have been developed to assist the manager in the choice of areas and the direction for the new product program. That is, there exist few conceptual frameworks or proven methodologies for formulating a new product strategy. Moreover, little empirical research has been undertaken to determine the components and results of firms' new product programs: that is, how companies directly or indirectly choose new markets and areas of technology, and organize and focus their R&D efforts in different ways.

Although there are many strategy development models in use today, most deal with resource allocation and strategy development for the firm's existing business units and existing product lines. For example, various portfolio models have been developed, essentially variations of the Boston Consulting Group model—cash cows, stars, dogs, and wildcats. While these portfolio or resource allocation models may suggest new areas for product development, these models were developed principally to deal with products or businesses that the company already possesses. Similarly, the PIMS model, another popular strategy development aid, looks at alternate strategies and their impact on profitability, but again largely for existing businesses in the company. In short, these strategy models deal with what is rather than with what might be. What is lacking in these approaches is a systematic procedure for generating and choosing new strategic options, including new products and new businesses.

THE PRODUCT INNOVATION CHARTER

In a business context, strategy has been defined as \resources and advantages are managed (deployed) in order to surprise and surpass competitors or to exploit opportunities\as a realignment of the firm's product/market environnent\product and market specification. Corey identifies market selection and product delineation as the two key dimensions of corporate strategy.

Product innovation strategy, while closely related to corporate strategy, tends to be more specific. In recent years, the term \—or PIC for short—has been used. The PIC charts the entire strategy for a firm's new product program. It is the essential link between the product development program and the firm's corporate strategy.

The PIC has two key elements:

? The PIC specifies the objectives of the game, the role that product innovation will play in helping the firm achieve its corporate objectives. It answers the question: where do new products and product innovation fit in the company's overall plan? This role then is translated into specific objectives for the new product program. Statements such as \products—products that we will develop and launch in the next five years \are typical objectives found in the PIC.

? The PIC specifies the arenas in which the game will be played. That is, it defines the types of markets, market applications, technologies, and products that the new product program will focus on. These arenas provide a focus to the firm's product development program.

WHY HAVE A PRODUCT INNOVATION CHARTER AT ALL?

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Developing a PIC is hard work. It involves many people, especially top management. Why, then, go to all the effort? Most of us can probably name countless firms that do not appear to have a master plan for their new product program. How did they get by?

Doing Business without an innovation Charter

Running an innovation program without a PIC like running a war without a master military strategy. There's no rudder, there's no direction, and often, we don't end up where we'd like to be.

A new product program without a PIC will inevitably lead to a number of ad hoc decisions made independently of each other. New product and R&D projects are initiated solely on their own merits, with little regard to their fit into the grander scheme. The result is that the firm finds itself in unrelated or unwanted markets, products, and technologies.

Objectives: The Link to Corporate Strategy

What types of direction does a PIC give a firm's new product program? First, the objectives of a PIC tie the product development effort tightly to the firm's corporate strategy. New product development, so often taken for granted, becomes a central part of the corporate strategy, a key plank in the company's overall strategic platform.

The question of spending commitment is dealt with by defining the role and objectives of the new product program. Too often, the R&D or new product budget is easy prey in hard economic times. In some firms, R&D is viewed as soft money—a luxury. But with product innovation as a central facet of the firm's corporate strategy, with the role and objectives of product innovation firmly established, cutting this budget becomes less arbitrary. There is continuity to the resource commitment to new products.

The Arenas: Guiding the Game Plan

The second facet of the PIC, the definition of arenas, is critical to guiding and focusing the new product efforts (see Fig. 1). The first step in the new product process is idea generation. But where does one search for new product ideas? Unless the arenas are defined, the result is a scatter gun search effort, undirected, unfocused, and ineffective!

A second key step in the new product process is idea screening. The first criterion for this early GO/KILL decision is: \the company's mandate for its new product program?\this the kind of market, product, and technology that we as a company have decided is fair game for us? Without a definition of fair game—arenas—good luck in trying to make an effective screening decision!

The definition of arenas also guides resource and manpower planning. If certain markets are designated top priority arenas, then the firm can acquire resources, skills, and knowledge to be better able to attack those markets. Similarly, if certain technologies are singled out as arenas, the firm can hire and acquire resources to bolster its abilities in those fields. Resource building doesn't happen overnight. One can't buy a sales force on a moment's notice; and one can't acquire a critical mass of key researchers or engineers in a certain technology at the local supermarket. Putting

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