376 Index emmt ties 126-8 contin 365 marketing department 309-12 marketing strategy 62-3 markets observation of consumer behaviour 227 52-3 operational plan 111 optimisation d product success 16, 17, 19, 31-2, pt22934 product design 241-3 animation 313 optimum location profile 234 meat consumption 211-12 organisation 261-2 menu planning 140-4 for product development 307-14 innovation 358-63 dynamic, changing 312-14 innovation indices 55-6 for consumer products 342-343 product design specification 109-10 for industrial products 333, 337-8 monitoring of the launch 128-3 formal organisations 308-12 morphology, product 7, 104 and innovation strategy 68-9, 70-1 multi-attribute approach 231-3 product development process 287-98 multidimensional scaling(MDS)105 organisational climate 54-6, 351 106,231-3 multivariate analysis 231, 232 outcomes 20. 85-6 defining 276-80 national preferences 329 defining the project 97-101 needs and wants demand outcomes 124-5 consumers 201-3.209-18 outline project plan 101 industrial buyers 137-8 over-confidence 302-3 neophobia 207 networks 296-7 Pacific Rose apples 317, 319-26, 346 new product department 312 packaging 166, 218, 342 new product mix 21 packaging design 106-7, 108-9, 112, new products l15-16,342-3 categories 9, 84 innovation indices 55-6 partners, benchmarking 356 platforms 7-9, 268-9 five Irish firms 367 portfolio 83-4 radical and incremental innovation development of 188-90 organising the product development New Zealand Pacific Rose apples 319-26 and product success 351 whey protein isolates 332 see also management/managers ew Zealand Dairy Board(NZDB)332 product development tear 333,336 performance measures 10-15, 353 benchmarking 356-8 individual product success 10-13 New Zealand Milk Products 339 innovation indices 55-6 on-thermal preservation 6 product development programme success 13-14 nutriceutical foods 7. 212 product development project success utrition 6-7 see also consumer needs and wants electing measures for product health development 14-15marketing (continued) launch activities 126–8 monitoring 129, 130 testing 122 marketing department 309–12 marketing strategy 62–3 markets changing 52–3 and product development strategy 87–8 and product success 16, 17, 19, 31–2, 352 matrix organisation 313 meat consumption 211–12 menu planning 140–4 metrics innovation 358–63 innovation indices 55–6 product design specification 109–10 monitoring of the launch 128–30 morphology, product 7, 104 multi-attribute approach 231–3 multidimensional scaling (MDS) 105, 106, 231–3 multivariate analysis 231, 232 national preferences 329 needs and wants consumers 201–3, 209–18 industrial buyers 137–8 neophobia 207 networks 296–7 new product department 312 new product mix 21 new products categories 9, 84 innovation indices 55–6 platforms 7–9, 268–9 portfolio 83–4 radical and incremental innovation 268–9 New Zealand Pacific Rose apples 319–26 whey protein isolates 332–9 New Zealand Dairy Board (NZDB) 332, 333, 336 benchmarking 356–8 New Zealand Milk Products 339 non-thermal preservation 6 not-in-the-game strategy 87 nutriceutical foods 7, 212 nutrition 6–7 see also consumer needs and wants, health objectives/goals benchmarking 354 company 57–9 continuous improvement 365 project 97–100 see also aims observation of consumer behaviour 227 operational analysis 71–4 operational plan 111 optimisation product concept 229–34 product design 241–3 optimum location profile 234 organisation 261–2 company organisation for product development 307–14 dynamic, changing 312–14 for consumer products 342–343 for industrial products 333, 337–8 formal organisations 308–12 and innovation strategy 68–9, 70–1 product development process 287–98 organisational climate 54–6, 351 organisational knowledge 190 outcomes 20, 85–6, 95 defining 276–80 defining the project 97–101 demand outcomes 124–5 outline project plan 101 over-confidence 302–3 Pacific Rose apples 317, 319–26, 346 packaging 166, 218, 342 packaging design 106–7, 108–9, 112, 115–16, 342–3 pain 221 partners, benchmarking 356 five Irish firms 367 people/personnel development of 188–90 organising the product development process 296–8 and product success 351 see also management/managers; product development team performance measures 10–15, 353 individual product success 10–13 innovation indices 55–6 product development programme success 13–14 product development project success 13 selecting measures for product development 14–15 376 Index