MICHAEL BEER RACHEL SHELTON BoldFlash: Cross-Functional Challenges in the Mobile Division On January 16‚ 2012‚ Dr. Roger Cahill walked into his office in BoldFlash’s Waltham‚ Massachusetts headquarters at 7 a.m.‚ less than a year into his new role as Vice President of the company’s Mobile Division. His predecessor’s personal photos and mementos had been packed up months ago‚ but they still sat in a corner‚ patiently waiting for someone to collect them. Cahill didn’t have the heart to
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2014 Assignment ‘Le Petit Chef’ Cooper‚ Edgett and Kleinschmidt (2011) have identified three important aspects for portfolio management: strategic alignment‚ balance and value maximization. Bad portfolio management can yield in failure of new product development (Kester‚ Griffin‚ Hultink & Lauche‚ 2011). This is currently the case at Le Petit Chef‚ as I will explain below. Le Petit Chef doesn’t use strategic methods to make portfolio decisions‚ but applies financial methods‚ as is shown in exhibit
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Idea Generation (50 points) • What techniques will you propose to CB to generate ideas that can be developed into viable concepts? Since this is CB’s first foray into consumer products I would propose that CB use all venues available to generate ideas that can be used to develop into successful products. The diagram given in the figure at the start of part II of the test book shows five routs: Technology End user Team Other insiders Other Outsiders • Of the many methods for ideation
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1. Market development strategy involves A. increasing the sale of present products to present customers. B. finding new customers for its present products. C. targeting present customers for the newly developed products. D. leading an organization into entirely new and unrelated businesses. 2. Product development strategy A. involves seeking new products for customers not currently being served. B. offers product-line extensions of existing products to present customers. C. is merely getting
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Guanyun Yang (5028456) Liu Yang (5912317) PANJAI SANGKEAW (5349708) Product Development • Creating new product or improving: – Cost – Quality – Performance – Time (Bhuiyan 2011 and Primo and Amundson 2001 ) • Achieve business goals – Entering new markets – Selling more to existing customer – Winning business from competitors (Chron 2014) Product Development Cycle (Liu 2003) PANJAI SANGKEAW (5349708) Product Development Nissan Design Cycle. The firms’ expectations Customer orientation
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Michelle Stewart Operations Management FHE‚ Inc. Synopsis and Purpose Lum Donaldson is a product development engineering manager for FHE‚ Inc. The company manufactures pumps and related fluid-handling equipment. The company supplies products used to transfer liquids of all types‚ including paint‚ adhesives‚ and food products. The pumps supplied by the company are used by the automobile and appliance industries‚ in vehicle servicing‚ in home construction and in other ways. Lum has discovered
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to product development using their test kitchen to develop new products through intuition‚ then releasing limited-edition variations to test market new products. They eventually developed a four step process for research and development where new ideas would be screened and tested their limited focus groups. Promising products would then be put through a quantification of volume test process using the Nielsen BASES I&II‚ (Rangan & Yong‚ 2009). In late 2004 TruEarth developed a product to
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“We’ve Got Rhytm! Medtronic Cardiac Pacemaker Business”. Please answer the following questions: a. Which of the improvements in the new product development process that the Medtronic management team implemented strike or impress you as having been particularly crucial to turning the company around? b. What are the costs and benefits of having implemented product line architecture and train schedule in the pacemaker business? Answer: a. I am so impressed with the platform strategy‚ even though
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of an organization (Stevenson‚ W. J.‚ & Hojati‚ M.‚ 2007). The operations function comprises a significant percentage of the employees and physical assets in most organizations. Operations managers are concerned with each step in providing a product or service. They determine what should go into an operating system‚ such as equipment‚ labor‚ facilities‚ materials‚ energy‚ and information‚ to produce the output(Stevenson‚ William J.‚ and Mehran Hojati.‚ 2007). Operations managers are also responsible
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giant multinational breakfast food company‚ which describes a launch decision for a new cereal product. As the case evolves‚ the decision has major strategic and organizational implications for Lora Brill‚ European VP. Lora Brill has been concerned with the decision of whether to make some major changes to a company with 100-year success history in order to push growth of the company’s potential to a completely new level. Lora Brill has been presented much of the information she needs to make a decision
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