【正文】 s study of new product practices in corporations found that successful panies are more mitted to growth through new products developed internally。s entire new product program.The studies that have looked at firms39。s the evidence in support of a PIC? There isn39。s the Evidence?The argument for a PIC, although logical, appears somewhat academic. One can39。 and one can39。t buy a sales force on a moment39。s mandate for its new product program? This usually translates into: is this the kind of market, product, and technology that we as a pany have decided is fair game for us? Without a definition of fair game—arenas—good luck in trying to make an effective screening decision!The definition of arenas also guides resource and manpower planning. If certain markets are designated top priority arenas, then the firm can acquire resources, skills, and knowledge to be better able to attack those markets. Similarly, if certain technologies are singled out as arenas, the firm can hire and acquire resources to bolster its abilities in those fields. Resource building doesn39。D is viewed as soft money—a luxury. But with product innovation as a central facet of the firm39。s overall strategic platform.The question of spending mitment is dealt with by defining the role and objectives of the new product program. Too often, the Ramp。s new product program? First, the objectives of a PIC tie the product development effort tightly to the firm39。d like to be.A new product program without a PIC will inevitably lead to a number of ad hoc decisions made independently of each other. New product and Ramp。s no direction, and often, we don39。s product development program.WHY HAVE A PRODUCT INNOVATION CHARTER AT ALL?Developing a PIC is hard work. It involves many people, especially top management. Why, then, go to all the effort? Most of us can probably name countless firms that do not appear to have a master plan for their new product program. How did they get by?Doing Business without an innovation CharterRunning an innovation program without a PIC like running a war without a master military strategy. There39。s corporate strategy.The PIC has two key elements:? The PIC specifies the objectives of the game, the role that product innovation will play in helping the firm achieve its corporate objectives. It answers the question: where do new products and product innovation fit in the pany39。s product/market environment. Strategy is closely tied to product and market specification. Corey identifies market selection and product delineation as the two key dimensions of corporate strategy.Product innovation strategy, while closely related to corporate strategy, tends to be more specific. In recent years, the term product innovation charter—or PIC for short—has been used. The PIC charts the entire strategy for a firm39。s existing business units and existing product lines. For example, various portfolio models have been developed, essentially variations of the Boston Consulting Group model—cash cows, stars, dogs, and wildcats. While these portfolio or resource allocation models may suggest new areas for product development, these models were developed principally to deal with products or businesses that the pany already possesses. Similarly, the PIMS model, another popular strategy development aid, looks at alternate strategies and their impact on profitability, but again largely for existing businesses in the pany. In short, these strategy models deal with what is rather than with what might be. What is lacking in these approaches is a systematic procedure for generating and choosing new strategic options, including new products and new businesses.THE PRODUCT INNOVATION CHARTERIn a business context, strategy has been defined as the schemes whereby a firm39。 new product programs: that is, how panies directly or indirectly choose new markets and areas of technology, and organize and focus their Ramp。s choices . For many panies, new products and technologies have bee the leading edge of corporate strategy, opening up new market and new business opportunities. The rapid growth of countless firms in officeofthefuture, bio engineering, microelectronics, and robotics is evidence of the growth potential of a well conceived new product strategy. Similarly, many of today39。參考文獻(xiàn)參考文獻(xiàn)[1] West，Joel，Mace，Michael. Browsing as the killer app : Explaining the rapid Success of Apple’s iPhone [M]．Telemunications Policy，2010.[2] Porter，Michael E (2008) The Five Competitive Forces that Shape Strategy，Harvard Business Review，2008.[3]祝源，汪莉，豆傳秀．淺析 iPhone的營(yíng)銷策略[J]．商業(yè)文化，2012 (1)：4647；[4][J].商場(chǎng)現(xiàn)代化,2005（10）：1117；[5]黃繼剛,黃海英. iPhone 時(shí)尚文化符號(hào)的消費(fèi)營(yíng)銷[D].洛陽師范學(xué)院學(xué)報(bào)，2012(12)；[6]劉嶸. iPhone對(duì)中國(guó)3G終端策略的啟示[D].移動(dòng)通信，2008(21)：37；[7][J].江蘇商論，2010（6）：2122；[8]鐘星，張沈偉．蘋果的戰(zhàn)略與啟示[M].2010（04）：5458；[9][J].現(xiàn)代商業(yè),2010（02）：3031；[10]：,2011.[11][J].新財(cái)經(jīng)（理論版, 2013(12)：78；[12][期刊論文]商場(chǎng)現(xiàn)代化，2014(29)：1724.252外文文獻(xiàn)及翻譯外文文獻(xiàn)及翻譯IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. EM34, NO. 3, AUGUST 1987Defining the New Product StrategyROBERT G. COOPERAbstract—New products are critical to the growth and survival of most corporations. The new product strategy is the master plan that guides the product innovation efforts of the firm, and links new product development to the corporate plan. This article looks first at what a product innovation strategy is, its role in the corporation, and why an innovation strategy is essential to an effective new product program. Next, the article focuses on the development of a new product strategy, beginning with objectives and moving to arena selection. A matrix approach to arena definition and selection is used. Empirical data from research by the author is employed in the model to prioritize new product arenas.INTRODUCTIONNEW products are central to the growth and prosperity of the modern corporation. Increasingly, progressive managements recognize that a new product or technology stra