Flow Of New Products Research Articles

Breaking new grounds for coffee

Breaking new grounds for coffee

Digitally driven new product development: an involved contemporary innovation case

PurposeThe purpose of this paper is to study the impact of real-time data emerging from implementation of the Internet of Things (IoT) and netnography on the efficiency of the new product development (NPD).Design/methodology/approachCustomer-oriented organizations are the ones that survive in the market with a flow of new products to the market. Expectations like reduced timelines with quality focus provoke innovations. Customer inputs become the soul for a successful product wherein it becomes important to keep a constant stream of information flow back from the market. Literature review states that real-time data gathering with the implementation of IoT ensures the same. Along with real-time data, researchers have envisaged the need to identify the customer persona before incorporating customer opinion and sentiments vide netnography.FindingsThe organization can leverage the collaboration of IoT origin real-time data and sentiment analysis to effectively manage the NPD. Real-time customer data coupled with customer opinions and sentiments prove to be a game changer in the NPD process.Originality/valueThe originalities of this study are impact of IoT origin real-time data coupled with sentiment analysis on the NPD process. While impact of IoT origin data is reported in isolation similar to sentiment analysis, influence of collaboration of real-time data with sentiment analysis on NPD process is reported in this study.

Technological Advancements in Monoclonal Antibodies.

Biopharmaceuticals are innovative solutions that have revolutionized the treatment of important chronic diseases and malignancies. The approval of biosimilar products has become a complex and balanced process, and there are versions of drugs with established biosimilarity that can offer a more accessible treatment option to patients. The objective of this work was to identify the advancement of these technologies by means of patent and article analysis based on technological and scientific prospection. In patent document recovery, Derwent Innovation Index (DWPI) and PatentInspiration databases were used. The research was based on the search of the selected terms in the title, summary, and claims of the documents through a search strategy containing IPC code and keywords. In articles recovery, the Web of Science tool was used in the search of scientific publications dated from the last 5 years. The search resulted in a total of 2295 individual patent documents and 467 families using DWPI database, 769 individual patents and 205 families using PatentInspiration, and 2602 articles using Web of Science database. Additionally, this work describes the number of organizations that contribute to this area, where they are, how much development they have undergone, and the inventors/authors involved. Based on the number of publications registered, there is an important prominence for scientific research in mAbs. In terms of innovation, it is expected that several therapeutic drugs are already under regulatory review, which will allow drugs to be approved over the next few years and will thus generate a continuous flow of new products based on immunotherapies, mAbs, and biosimilar drugs. These drugs have become essential weapons for the treatment of significant diseases, and the increasing trend in the number of related scientific and technological publications contributes to making these therapies available to the greatest number of people.

Target Days versus Actual Days of Finished Goods Inventory in Fast Moving Consumer Goods

In a bid to maximize corporate profits, many multi-national corporations and even small medium enterprises create many products and place them on shelves at hypermarkets or supermarkets. We can observe an abundance of stock keeping units on shelves as well as observe a variety of such finished goods held by various fast moving consumer goods industries in the home appliance, beverage, canned food, clothes, soft-drinks, cordials and confectionery product ranges, just to name a few. From supplier, manufacturer, distributor, wholesaler and retailer, it appears that there is a constant flow of new products and stock keeping units held for these fast moving consumer goods. We can say that we humans are a rather wasteful species because a large proportion of products become obsolete or slow moving over time and organizations push products into the marketplace to gain competitive advantage and optimize profits. Hence, there is need to address this issue in the field of Supply Chain Management because resources on this planet are limited and we humans live in a very fragile planet. Yet, as population grows, we humans have become used to this over-abundance even though the resources within this planet are becoming more and more scarce. Consumption levels have increased with population growth and with capitalist thinking, virtually anybody can develop businesses that will create products to meet human needs. In the field of Supply Chain Management, managers set polices on when to order and how much to order and the average inventory that results from these inventory replenishment policies become targets. This paper attempts to compare target days of inventory with actual days of inventory held in warehouses for a single organization with many warehouses/ stock keeping units, in an attempt to understand further approaches that can be used to improve inventory waste within supply chains.

BIG PHARMA’S PIPELINE PROMISE

IN THE MIDST OF a protracted period of patent expiries on some of their biggest-selling drugs, pharmaceutical companies are trying to move the conversation away from generics competition and toward the new products emerging from their pipelines. In first-quarter earnings announcements, companies that have been most vulnerable to generic threats—Merck & Co., Bristol-Myers Squibb, and Pfizer—offered stable results and the promise of a steady flow of new products. Merck is in the thick of generics competition for its Cozaar/Hyzaar franchise, which once brought in $3.6 billion annually. But Chief Executive Officer Kenneth C. Frazier pointed out to investors that the company managed to post solid quarterly results despite last year’s loss of patent protection on the blood thinners. Overall, firstquarter sales were up 1.4% from the same quarter last year to $11.6 billion, and earnings rose 9.7% to $2.9 billion. “Clearly, patent expirations are a fact of life in our industry,” Frazier said on a ...

Strategy changes analysis using life cycle framework and strategy typology

This study analyses mobile phone business of the case company. The focus is on the strategy changes in the telecommunications industry to which continuous flow of new products, the ever–shortening product life cycles and disruptive new technologies are the essential characteristics. Nokia's mobile phone business has been selected as the case due to its success in the global mobile phone business. The analysis is based on synthesis framework of the S–curve life cycle framework presented first by Rogers (1962) and the strategy modelling typology of Miles and Snow (1978). This study focuses on identification of the case business conformance to S–curve life cycle model and the analysis of the case business strategy in each of the life cycle phases.

Coordinating new product development and supply chain management

Effective implementation of the new product development (NPD) process not only enables management to coordinate the efficient flow of new products, but will also assist to support ramp-up of various supply chain activities and other related activities supporting the commercialisation of the product. Thus, companies need to address all these issues in parallel to be successful and this requires some kind of integrative product development approach. The purpose of this research is to increase the understanding of how NPD is connected to supply chain management (SCM) by investigating how the NPD process is structured and executed in two international manufacturing companies seeking to realise an innovative, predictable and efficient product development. Several essential linkages between NPD and SCM have been derived from case study findings concerning important issues for successful product development.

Managing The Discovery Factory: Can Innovation Be Organized?

Managing The Discovery Factory: Can Innovation Be Organized?

The Product Development and Commercialization Process

Product development and commercialization is the supply chain management process that provides structure for developing and bringing to market new products jointly with customers and suppliers. Effective implementation of the process not only enables management to coordinate the efficient flow of new products across the supply chain, but also assists supply chain members with the ramp‐up of manufacturing, logistics, marketing and other related activities to support the commercialization of the product In this paper, the product development and commercialization process is described in detail to show how it can be implemented. To do this, the process is described in terms of its sub‐processes and associated activities, and the interfaces with business functions, other supply chain processes and other firms. Examples of successful implementation are provided.

The 10 Keys to New Product Success

Consider these 10 keys to creating and nurturing a culture that will provide a continuous flow of new products.

現場から見た二十一世紀へのモノづくりの提案

The first half of this paper describes a recent study of the report titled 21st Century Manufacturing Enterprise Strategy published by Iacocca Institute, Lehigh University in 1991. The report concluded agility is becoming a condition of survival. An intensely competitive environment for advanced industrial goods and services has already begun to take shape. Markets are fragmenting and changing-rapidly as a steady flow of new products appear in a wide range of continually changing models. Optimum First-Time product Design Implementation in Hitachi Koki consulted by an American consulting company since 1995 is followed as the second half. It was not simply evolution but revolution that changed corporate culture. Achieving the goal was not easy task, and the strong top down approach was extremely essential. Overall image of-implementation was to shorten the development period to half with optimum design which focuses on CAE analysis and validation, whereas conventional way depended on cut and try.

New Product Strategy, Structure, Process, and Performance in the Telecommunications Industry

A continuous flow of new products is the lifeblood for firms that hope to remain competitive in high‐technology industries such as telecommunications. Faced with rapidly shrinking product life cycles, these firms must aggressively pursue the quest for more effective new product development (NPD). Ongoing success in such industries is dependent on choosing the right mix of new product strategy, organizational structure, and NPD processes.Rather than considering the interrelationships among these success factors, however, most previous studies of NPD have examined these issues individually. This shortcoming is compounded by the fact that past studies of NPD have typically cut across industry lines. Gloria Barczak addresses these problems by proposing that a firm's choice of new product strategy, structure, and process are interrelated, as are the effects of those choices on NPD performance. Because these choices and their effects also may be dependent on the unique characteristics of the industry in which a firm competes, her study focuses exclusively on firms in a specific, high‐technology industry, telecommunications.The study finds that no single NPD strategy, in and of itself, stands out as being better than any other for the telecommunications industry. Instead, it appears that a company's focus should be on ensuring the best possible fit between its chosen NPD strategy and its corporate goals and capabilities.In keeping with the current focus on cross‐functional teams, the study results indicate that project teams and R&D teams are the most effective means for organizing NPD efforts in the telecommunications industry. Perhaps not surprisingly, R&D teams are more important for first‐to‐market firms than they are for fast followers and late entrants. An R&D team provides the technical skills necessary for playing the role of pioneer. Regardless of the firm's NPD strategy and structure, the presence of a product champion is an important element in the success of new product efforts.In an era of rapid, technological advances, idea generation and screening efforts are essential to the success of telecommunications firms. To ensure that they do not fall into the trap of introducing technology for technology's sake, pioneering and fast‐follower firms in particular must recognize the importance of staying in touch with their markets. Such market‐oriented activities as customer prototype testing and concept definition and testing can help these firms ensure that their technological developments are in line with customer needs and requirements.

Industry leaders bullish on biotech outlook

Prospects for success in the 1990s are arising from the groundwork laid in the 1980s by developing biotechnology companies. That's the view expressed by industry leaders at an ACS symposium reviewing and forecasting the state of commercial biotechnology. An increased flow of new products in the 1990s will propel the industry into long-awaited prosperity/' says Roger E. Shamel, president of Consulting Resources. Although biotechnology products will not dominate the pharmaceutical market, says George B. Rathmann, chairman of Amgen in Thousand Oaks, Calif., more than half of the key pharmaceutical products in the next 10 years will be from biotechnology. Only 11 biotechnologybased drugs have received Food & Drug Administration approval, but the large number of products in the development pipeline and entering the marketplace illustrates the growth of the biotechnology industry, he adds. A great deal of change and progress has occurred, says Robert A. Fildes, president and chief executive officer of Cetus Co...

Technology Licensing and the Small and Medium-Sized Firm

Julian Lowe and Nicholas Crawford, of the Department at the University of Bath, England, carried out the research for this paper with the help of finance from the Leverhulme Trust. The position of small and medium-sized firms with respect to new product development presents an interesting paradox. There is a growing emphasis in their role in employment generation but success in this can only come about through having a suitable flow of new products with which to enter new markets. While in some industries such firms have shown remarkable skill in the areas of both innovation and invention, it is unlikely that they will be able to rely solely on their own resources for the generation of new products. One possible solution might be for small and medium firms to rely to an extent on bought-in technology and manufacture innovative products under license and it is this which is the central theme of this paper.

How Can You Insure A Steady Flow Of New Products -And New Profits- For Your Company?

How Can You Insure A Steady Flow Of New Products -And New Profits- For Your Company?

Research and Market Share: A Reappraisal of the Schumpeter Hypothesis

economy by providing a flow of new products and cost-saving machinery and techniques. Economists have long been concerned with the possible effects of market structure in shaping the firm's commitment to bring forth new innovations. The Schumpeter hypothesis (which will be explained in the next section of this paper) is one prominent example. The foundations and implications of this theory are explored in this paper. Empirical evidence is then offered which questions the ability of the Schumpeter hypothesis to explain interfirm differences in innovative behavior.

A planning model of pharmaceutical research and development

AbstractDespite the popular view that pharmaceutical research is a random process, and by inference unplannable, the long‐term survival and development of a pharmaceutical company must be based on a steady flow of new products with a full understanding by management of the relationships between research expenditure and the likely revenues they will produce. In this paper is developed a model of the R&D function which uses probabilistic assumptions to compute the expected stream of revenues from a portfolio of projects involving the major development routes from which pharmaceutical products usually arise. The model is based on expected values of market and technical research performance and hence gives expected or indicated sales in the future as output.