Suchergebnisse

Zu viele Firmen entwickeln sich auch heute noch am Markt vorbei, weil sie durch klassische Marktforschung die "versteckten Bedürfnisse" ihrer Kunden nicht bestimmen können. Diese sogenannten Hidden Needssindim Unterbewusstsein verankertund steuern dort - für den Kunden unbewusst - das Kaufverhalten.Moderne Ansätze, z.B. Hidden-Needs-AnalysePsychologie und AnthropologieWichtigsten MethodenPraxisnah Dr. Ursula Koners, Zeppelin University und Visiting Research Fellow Cranfield University.

Too many new products fail. New products which are hard to differentiate from existing products won't capture the customer's imagination. The failure is due to a poor understanding of customers' needs. Companies need to take a radical approach to identifying customers' real needs, and this book demonstrates innovative ways to achieve this.

PurposePost‐project reviews (PPRs) are widely recommended as an appropriate mechanism to stimulate project‐to‐project learning in new product development (NPD) teams. However, empirical research on their potential is limited and so this study aims to answer two questions: how do NPD professionals perceive PPRs? and is tacit knowledge created during PPRs?Design/methodology/approachFive in‐depth case studies were conducted in German companies. The main sources of data were: company documentation; in‐depth interviews with managers; and observation of PPRs. The different data sources enabled extensive data triangulation and a high degree of reliability and validity to be achieved.FindingsThe results indicate that NPD personnel perceive PPRs to be a very useful mechanism. They also show that social interactions and tacit knowledge play key roles in NPD learning.Research limitations/implicationsTacit knowledge was investigated using a proxy measure – the usage of metaphors and stories in NPD discussions and documents. More robust ways of studying the generation and transfer of tacit knowledge are needed. The whole area of knowledge and learning in NPD requires significant further study.Practical implicationsManagement needs to drive the dissemination of the results of PPRs more effectively, in order to make more use of the tacit knowledge generated.Originality/valueThe main contributions of this study are the insights it provides on how PPRs are perceived and the exploratory investigation it makes of tacit knowledge – a complex topic that has previously only been discussed at a theoretical level.