【正文】 loyed in the model to prioritize new product NEW products are central to the growth and prosperity ofthe modern , progressive managementsrecognize that a new product or technology strategyshould be an explicit and central element of the article is about new productstrategy at the corporate level—about the need for a newproduct strategy, and about defining and developing such IMPORTANCE OF A NEW PRODUCT STRATEGY New product development and technology bear an integralrelationship to a pany39。s strategic thinking by helping todefine the range of that pany39。s manypanies, new products and technologies have bee theleading edge of corporate strategy, opening up new market andnew business rapid growth of countlessfirms in officeofthefuture, bioengineering, microelectronics,and robotics is evidence of the growth potential of awell conceived new product , many oftoday39。s corporate giants, such as Xerox, IBM, Polaroid, andTexas Instruments, were fledgling panies only decadesago, but became great because of new product choices madeby management in earlier product development and technology bear an integralrelationship to a pany39。s strategic thinking by helping todefine the range of that pany39。s manypanies, new products and technologies have bee theleading edge of corporate strategy, opening up new market andnew business rapid中原工學(xué)院畢業(yè)設(shè)計(jì)外文翻譯growth of countlessfirms in officeofthefuture, bioengineering, microelectronics,and robotics is evidence of the growth potential of awell conceived new product , many oftoday39。s corporate giants, such as Xerox, IBM, Polaroid, andTexas Instruments, were fledgling panies only decadesago, but became great because of new product choices madeby management in earlier product development and technology bear an integralrelationship to a pany39。s strategic thinking by helping todefine the range of that pany39。s manypanies, new products and technologies have bee theleading edge of corporate strategy, opening up new market andnew business rapid growth of countlessfirms in officeofthefuture, bioengineering, microelectronics,and robotics is evidence of the growth potential of awell conceived new product , many oftoday39。s corporate giants, such as Xerox, IBM, Polaroid, andTexas Instruments, were fledgling panies only decadesago, but became great because of new product choices madeby management in earlier new products and product innovation fit in thepany39。s overall plan? This role then is translated intospecific objectives for the new product as “By 1990, 30 percent of our corporatesales will e from new products—products that we willdevelop and launch in the next five years ” are typicalobjectives found in the PIC.? The PIC specifies the arenas in which the game will is, it defines the types of markets, marketapplications, technologies, and products that the newproduct program will focus arenas provide afocus to the firm39。s product development A PRODUCTINNOVATION CHARTER AT ALL?Developing a PIC is hard involves many people,especially top , then, go to all the effort?Most of us can probably name countless firms that do notappear to have a master plan for their new product did they get by?Doing Business without an innovation CharterRunning an innovation program without a PIC like runninga war without a master military 39。s no rudder,there39。s no direction, and often, we don39。t end up where we39。dlike to new product program without a PIC will inevitably leadto a number of ad hoc中原工學(xué)院畢業(yè)設(shè)計(jì)外文翻譯decisions made independently of product and Ramp。D projects are initiated solely ontheir own merits, with little regard to their fit into the result is that the firm finds itself in unrelated orunwanted markets, products, and : The Link to Corporate StrategyWhat types of direction does a PIC give a firm39。s newproduct program? First, the objectives of a PIC tie the productdevelopment effort tightly to the firm39。s corporate product development, so often taken for granted,bees a central part of the corporate strategy, a key plank inthe pany39。s overall strategic question of spending mitment is dealt with bydefining the role and objectives of the new product often, the Ramp。D or new product budget is easy prey inhard economic some firms, Ramp。D is viewed as softmoney—a with product innovation as a centralfacet of the firm39。s corporate strategy, with the role andobjectives of product innovation firmly established, cuttingthis budget bees less is continuity to theresource mitment to new Arenas: Guiding the Game PlanThe second facet of the PIC, the definition of arenas, iscritical to guiding and focusing the new product efforts().The first step in the new product process is where does one search for new product ideas?Unless the arenas are defined, the result is a scatter gun searcheffort, undirected, unfocused, and ineffective!A second key step in the new product process is first criterion for this early GO/KILL decisionis: “Does the proposed product fall within the pany39。smandate for its new product program?” This usuallytranslates into: is this the kind of market, product, andtechnology that we as a pany have decided is fair game forus? Without a definition of fair game—arenas—good luck intrying to make an effective screening decision!The definition of arenas also guides resource and certain markets are designated top priority arenas,then the firm can acquire resources, skills, and knowledge tobe better able to attack those , if certaintechnologies are singled out as arenas, the firm can hire andacquire resources to bolster its abilities in those building doesn39。t happen 中原工學(xué)院畢業(yè)設(shè)計(jì)外文翻譯can39。t buy asalesforce on a moment39。s notice。and one can39。t acquire acritical mass of key researchers or engineers in a certaintechnology at the local the right people,resources, and skills in place takes both lead time and adirection, hence the need for the definition of 39。s the Evidence?The argument for a PIC, although logical, appears can39。t help but think