000			03024nam a22004815i 4500
001			978-0-387-23273-7
003			DE-He213
005			20161121231011.0
007			cr nn 008mamaa
008			100301s2005 xxu| s |||| 0|eng d
020			_a9780387232737 _9978-0-387-23273-7
024	7		_a10.1007/b101081 _2doi
050		4	_aT55.4-60.8
072		7	_aTGP _2bicssc
072		7	_aTEC009060 _2bisacsh
082	0	4	_a670 _223
100	1		_aKumar, Sameer. _eauthor.
245	1	0	_aNew Product Development _h[electronic resource] : _bAn Empirical Study of the Effects of Innovation Strategy, Organization Learning, and Market Conditions / _cby Sameer Kumar, Promma Phrommathed.
264		1	_aBoston, MA : _bSpringer US, _c2005.
300			_aXII, 200 p. _bonline resource.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_atext file _bPDF _2rda
505	0		_aBasic Conceptual Model -- Research Methodology -- Results and Analyses -- Findings -- Conclusions and Ramifications.
520			_aThe challenge of managing a business enterprise today is to ensure that it can remain efficient and competitive in a dynamic marketplace characterized by high competition, unstable demands, heterogeneous market segments, and short product life cycles. Increasing the pace of new product introduction enables dealing with shorter product lives. To sustain competitiveness, a firm has to be innovative as well as quick to respond to the changing customer needs in order to provide better and faster products to market than competitors. New product development (NPD) is considered as a process of learning. Successful NPD projects typically rely on knowledge and experience of multi-function teams. In addition to corporate strategy and organization learning, the external factors such as, market and competitive conditions also play a big role in driving business strategies. The results from the empirical research study reported shows that companies implementing innovation strategy are more competitive in the long run while those that follow customer-responsive strategy are more likely to have higher return on investment within a shorter time. In order to achieve both sustainable competencies and also meet customer needs in the changing market environment today, a company should adapt to the benefits of both strategies.
650		0	_aEngineering.
650		0	_aIndustrial engineering.
650		0	_aProduction engineering.
650		0	_aManufacturing industries.
650		0	_aMachines.
650		0	_aTools.
650	1	4	_aEngineering.
650	2	4	_aIndustrial and Production Engineering.
650	2	4	_aManufacturing, Machines, Tools.
700	1		_aPhrommathed, Promma. _eauthor.
710	2		_aSpringerLink (Online service)
773	0		_tSpringer eBooks
776	0	8	_iPrinted edition: _z9780387232713
856	4	0	_uhttp://dx.doi.org/10.1007/b101081
912			_aZDB-2-ENG
950			_aEngineering (Springer-11647)
999			_c507088 _d507088