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THE INFLUENCE OF MARKETING IN NEW PRODUCT DEVELOPMENT TEAMS

机译：营销对新产品开发团队的影响

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While marketing is generally assumed to play a central role in innovation, prior research has shown that the marketing function in cross-functional interactions tends to be constrained, and may have limited influence on new product development (NPD) (e.g., Workman 1993). There has been increasing debate regarding the role of marketing in various areas within the firm (e.g., Nath and Mahajan 2011; Verhoef and Leeflang 2009). Webster, Malter, and Ganesan (2005) caution that the marketing function in many firms is in steep decline and losing influence and relevance in many areas, yet successful innovation requires strong marketing competence and guidance from market information. For example, General Motors' 2009 bankruptcy is blamed on the firm's failure to bring marketing into product decisions and to transform itself into a customer-centric organization (Bloomberg Businessweek 2011); and Nokia's losing its leading position in the mobile phone market is partly because they focused too much on own technological development but overlooked competitive behavior in the marketplace (Bloomberg Businessweek 2010). This state of affairs is deeply perplexing and disturbing to many in the marketing community.
机译：虽然营销通常假设在创新中发挥着核心作用，但先前的研究表明，跨官能相互作用中的营销功能往往受到限制，可能对新产品开发（NPD）的影响有限（例如，工人1993年）。有关营销在公司内部各个地区的作用（例如，Nath和Mahajan 2011; Verhoef和Leeflang 2009）的作用。韦伯斯特，麦尔特和甘肉（2005年）谨慎，许多公司的营销职能在许多领域的急剧下降和失去影响力和相关性，但成功的创新需要市场信息的强大营销能力和指导。例如，普通汽车的2009年破产是归咎于该公司未能将营销转化为产品决策并将自己转变为以客户为中心的组织（Bloomberg Businessweek 2011）;诺基亚在手机市场中失去了领先地位，部分原因是他们以自己的技术发展为重点，但在市场上忽略了竞争行为（Bloomberg Businessweek 2010）。这种事态深入困惑和令人不安对营销界中的许多人。

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