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Democratizing the New Product Development Process: A New Dimension of Value Creation and Marketing Concept

机译：民主化新产品开发过程：价值创造和营销理念的新维度

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This paper theoretically examined how key success factors (KSFs) of new product development process, as a new dimension of marketing concept and value creation, could be exploited through learning outside the firm or through customer involvement in key stages of the development process. Such collaborative relationship- though suffers scholarly neglect in Nigeria, costly and perhaps difficult to apply and more profound in B2B than B2C transactions- is benefiting in terms of manipulating the environment to a firm’s advantage through having products that exactly meet the aspirations of the world of customers, though consumers are erratic and rarely verbalize their needs with precision. All things being equal, user involvement reduces large inventories and distribution costs, minimizes product returns, builds strong customer relationships, matches production with consumption patterns, promises customer willingness to pay premium price, makes managerial decisions flexible,? and above all achieves the ideals of TQM, and perhaps marketing concept. However, different firms benefit from different forms of user interactions subject to top management idiosyncrasy, market power, and competitive environment. Often the extent of disruption on established behaviour pattern (e.g.; radical and incremental concepts) determines the measure of customer interactions. SMEs follow distinct action rationality, leading to rapid implementation of some user inputs, and defensiveness towards others and larger firms are more exposed to user inputs because of their supposedly huge and better resources, yet less committed to execute it. Therefore, this paper developed a model of designers and users involvement based on literature. It joins other similar papers to raise alertness on facilitating the spread, and actual implementation, of user involvement philosophy in radical and incremental innovations irrespective of the industry and other environmental variables.
机译：本文理论上审查了新产品开发过程的重点成功因素（KSFS），作为营销理念和价值创造的新维度，可以通过在公司之外或通过客户参与发展过程的关键阶段来利用。这种协作关系 - 虽然在尼日利亚遭受了学术忽视，但昂贵且难以在B2B申请和更加深刻的比例，而不是B2C交易 - 通过拥有完全满足世界愿望的产品来操纵环境的优势而受益。虽然消费者虽然消费者不稳定，但很少以精确度言语。所有相同的东西，用户参与降低了大量库存和分配成本，最大限度地减少了产品回报，建立了强大的客户关系，与消费模式相匹配，承诺客户愿意支付优质价格，使管理决策灵活，使得最重要的是，所有人都能实现TQM的理想，也许是营销理念。但是，不同的公司受益于通过顶级管理特质，市场力量和竞争环境的不同形式的用户交互。通常，对既定行为模式的破坏程度（例如;自由派和增量概念）决定了客户交互的衡量标准。中小企业遵循不同的行动合理性，导致一些用户输入的快速实施，因为他们所谓的巨大和更好的资源，对其他用户的投入和更大公司的防御更加接触到用户输入，但致力于执行它。因此，本文开发了一种基于文学的设计师和用户参与的模型。它加入了其他类似文件，以提高促进传播和实际实施的警觉，而是在激进和增量创新中的用户参与哲学，而不管行业和其他环境变量如何。

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