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NEW PRODCUT DEVELOPMENT PROGRAM: KEY CONSTRUCTS CUSTOMER KNOWLEDGE PROCESS In our new product development program: 1.We rarely/regularly meet customers.

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Presentation on theme: "NEW PRODCUT DEVELOPMENT PROGRAM: KEY CONSTRUCTS CUSTOMER KNOWLEDGE PROCESS In our new product development program: 1.We rarely/regularly meet customers."— Presentation transcript:

1 NEW PRODCUT DEVELOPMENT PROGRAM: KEY CONSTRUCTS CUSTOMER KNOWLEDGE PROCESS In our new product development program: 1.We rarely/regularly meet customers to learn their current and potential needs for new products. 2.Our knowledge of customer needs is scant/thorough. 3.We rarely/regularly use research procedures, e.g. personal interviews, focus groups, and surveys, to gather customer information. 4.We casually/systematically process and analyze customer information. 5.Customer information is barely/fully integrated in new software design. 6.We seldom/regularly use customers to test and evaluate new products. 7.We barely/fully understand our customers’ business. 8.We rarely/regularly study customers’ operations for new product development.

2 MARKETING – R&D INTERFACE In our new product development program, marketing and R&D: 1.Rarely/regularly communicate for new product development. 2.Rarely/regularly share information on customers. 3.Rarely/regularly share information about competitors’ products and strategies. (reverse coding) 4.Seldom/fully cooperate in establishing new product develoment goals and priorities. 5.Seldom/fully cooperate in generating and screening new product ideas and testing concepts. 6.Seldom/fully cooperate in evaluating and refining new software. 7.Are inadequately/fully represented on our product development team. (reverse coding) 8.Technological knowledge and market knowledge are never/fully integrated in our new product development.

3 COMPETITOR KNOWLEDGE PROCESS In our new product development program: 1.We rarely/regularly search and collect information about our competitors’ product and strategies. 2.We casually/systematically analyze information about competitors. 3.Information about competitors’ products is scarcely/fully integrated as a benchmark in our product design. 4. Our knowledge of our competitors’ strengths and weaknesses is scant/thorough. 5.We rarely/regularly study our competitors software.

4 R&D STRENGTH 1.What is your annual R&D expenditure as a percentage of sales? 2.How would you compare the level of your annual R&D expenditure with your largest competitor’s? Ours is much lower/higher. 3. How would you compare the strength of your company’s proprietary technology with your largest competitor’s? Ours is much weaker/much stronger.

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