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Investigates the role of communication and co‐operation in product development to transfer customer expectation to the new product. Cross‐functional teams, co‐location and matrix structure are basic in the new product development process, but an important role is played by the traditional functions as well. Focuses on the reorganisation of the functions. The need to share specific knowledge and information during the initial and final moments of overlapping phases has highlighted the multiform competence present in styling, prototyping and the pilot factory. Analyses the evidence provided in the car industry.

Japanese corporate product development strategies are examined. Product development Japanese style is the dynamic and continuous process of adaptation to change in the environment. A background to the methods currently used, including the strategic role played by top management, self‐organizing project teams, overlapping development phases and multi‐learning, is provided. Strengths and weaknesses of Japanese industrial product development practices are related to the Japanese cultural heritage and the rationale for such practices explained in terms of the Japanese culture. Comments on future implications are made.

A systematic study of the process of developing Islamic financial products for banks. Islamic banking began in the 1970s with the aim of providing financial services compatible with Islamic law. Driven by market forces it has grown rapidly in Muslim countries and in international financial sectors. It is projected to grow at an annual rate of 15-20% and a key factor determining this future growth is the availability of new products that will satisfy the needs of various segments of society. While other texts discuss the basic principles and contracts used in Islamic banking and finance, few discuss how these can be used to develop financial products. This book fills that gap, starting with the basic principles that form the building blocks of contemporary Islamic financial products and then discussing the more intricate issues relating to product development processes

PurposeThe involvement of lead‐users in product development has been emphasised as a rewarding method for companies in various industries to strengthen their development efforts. The argument is that these leading edge customers can generate innovative and appealing new product concepts. In some industries, however, companies may not be able to make use of lead‐users. In such situations, a complementor may be a valuable alternative. Complementors may be defined as development partners "whose outputs or functions increase the value" of the company's own innovations. The purpose of this article is to compare and contrast the advantages obtainable from the lead‐user method and complementor involvement respectively in order to determine the interchangeable value from these different approaches.Design/methodology/approachA typical case is selected as the empirical foundation, describing a Danish food‐producing company's collaboration with a complementor.FindingsThe case analysis shows that complementor involvement may lead to output‐related, process‐related, and system‐related advantages comparable with advantages obtainable from the lead‐user method. The findings, however, reveal some variations in these advantages. Compared with the goals set by the Danish food‐manufacturing company, output‐related advantages are achieved, e.g. in terms of higher product novelty, whereas the company's goal for enhancing its market position is not reached. Several process‐related advantages are also accomplished in terms of enhanced internal collaboration and improved cross‐functional communication. However, the company faces challenges related to how close the complementor relation might become.Research limitations/implicationsThis research is based on a single case study in the food industry in Denmark.Originality/valueFrom this paper, new knowledge and insight into complementor involvement in product development as well as the related advantages and disadvantages can be derived. In academia, this knowledge contributes to deepening understanding of external partnering in product development in general. The managerial implications to be derived are associated with the potential value generated from complementor involvement in product development.

"In the past several years, interwoven in the broader movement for sustainable, healthy, and environmentally friendly business practices, the personal care and cosmetic industry has vigorously invested in and launched an expanding stream of new "green" products. However, while the word green has been in use as a universal umbrella term for all things natural and/or organic, there remains confusion as to what exactly constitutes organic or natural. What regulations apply to your products? How do you maintain a high level of innovation while complying with regulations and standards? What private industry certifications give substance to your marketing campaigns? Within this book lie the answers to these questions and much more. As one of the first comprehensive technical reference works for the cosmetic and personal care industry, this indispensable practical handbook will serve formulators, marketers and business decision-makers looking to navigate smooth sailing in each of the major areas of scantly charted green waters"--Publisher's web site