【文章內(nèi)容簡(jiǎn)介】 about all thosepanies that have succeeded without a grand strategy forproduct where39。s the evidence in support of aPIC? There isn39。t much, reason is that nottoo many studies have investigated the role and impact of aninnovation of the business research into productinnovation has focused on the individual product project as theunit of analysis—for example, on what makes a new product asuccess—rather than on the pany39。s entire new studies that have looked at firms39。 new productstrategies have a clear and consistent message: new productstrategies at the firm level are critical to success, and somestrategies clearly work better than others.? BoozAllen and Hamilton39。s study of new product practicesin corporations found that “successful paniesare more mitted to growth through new productsdeveloped internally”。and that “they are more likelyto have a strategic plan that includes a certain portion ofgrowth from new products.” The authors of this study goon to explain why having a new product strategy was tiedto success:A new product strategy links the new product process topany objectives, and provides focus for idea/conceptgeneration and for establishing appropriate screening oute of this strategy analysis is a set of strategic roles,used not to generate specific new product ideas, but to helpidentify markets for which new products will be market opportunities provide the set of product andmarket requirements from which new product ideas addition, strategic roles provide guidelines fornew product performance measurement tied to strategic roles provide a more precise meansof screening new product ideas.? The PIMS studies(profit impact of market strategy)considered new product strategies, but in only a studies looked at why certainbusiness units were more profitable than others, andattempted to link profitability to the market中原工學(xué)院畢業(yè)設(shè)計(jì)外文翻譯amp。D spending and product quality level weretwo of many strategy variables considered in thesestudies, and both were found to be closely connected toprofitability(although detractors of the studies argueabout direction of causality).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 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 about all thosepanies that have succeeded without a grand strategy forproduct where39。s the evidence in support of aPIC? There isn39。t much, reason is that nottoo many studies have investigated the role and impact of aninnovation of the business research into productinnovation has focused on the individual product project as theunit of analysis—for example, on what makes a new product asuccess—rather than on the pany39。s entire new studies that have looked at firms39。 new productstrategies have a clear and consistent message: new productstrategies at the firm level are critical to success, and somestrategies clearly work better than others.? BoozAllen and Hamilton39。s study of new product practicesin corporations found that “successful paniesare more mitted to growth through new productsdeveloped internally”。and that “they are more likelyto have a strategic plan that includes a certain portion ofgrowth from new products.” The authors of this study goon to explain why having a new product strategy was tiedto success:A new product strategy links the new product process topany objectives, and中原工學(xué)院畢業(yè)設(shè)計(jì)外文翻譯provides focus for idea/conceptgeneration and for establishing appropriate screening oute of this strategy analysis is a set of strategic roles,used not to generate specific new product ideas, but to helpidentify markets for which new products will be market opportunities provide the set of product andmarket requirements from which new product ideas addition, strategic roles provide guidelines fornew product performance measurement tied to strategic roles provide a more precise meansof screening new product ideas.? The PIMS studies(profit impact of market strategy)considered new product strategies, but in only a studies looked at why certainbusiness units were more profitable than others, andattempted to link profitability to the market amp。D spending and product quality level weretwo of many strategy variables considered in thesestudies, and both were found to be closely connected toprofitability(although detractors of the studies argueabout direction of causality).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 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