Product development difficulties of the small manufacturer. - Page 69 |
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CHAPTER III
REVIEW OF THE LITERATURE OH THE DEVELOPMENT PROGRAM
A new product development program, in a large cor- i
poration, requires the cooperation and participation of |
both line and staff personnel. All of the many specialized
I personnel play a part in getting a new product developed |i
and prepared for the market, even though the idea may have -
been conceived in one mind. The liaison required between j
the many divisions, departments, committees, and work ii
jgroups produces frequent problems. The small manufacturer
is not troubled by this problem as one person may often
supervise and coordinate the entire development program. j
Thus, the problems of liaison and coordination are of much j
less harassment to the small manufacturer. Other elements ,i
;of the program may also be simplified as a direct result of >
i small organizational size; however, the many essential f|processes of a successful product development program are
1 of specific value and interest and must be included in the
II
program. The road to success through new products is not
always smooth but failure need not result, especially if
precautionary steps are taken before the new product is
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| Title | Product development difficulties of the small manufacturer. - Page 69 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | CHAPTER III REVIEW OF THE LITERATURE OH THE DEVELOPMENT PROGRAM A new product development program, in a large cor- i poration, requires the cooperation and participation of | both line and staff personnel. All of the many specialized I personnel play a part in getting a new product developed |i and prepared for the market, even though the idea may have - been conceived in one mind. The liaison required between j the many divisions, departments, committees, and work ii jgroups produces frequent problems. The small manufacturer is not troubled by this problem as one person may often supervise and coordinate the entire development program. j Thus, the problems of liaison and coordination are of much j less harassment to the small manufacturer. Other elements ,i ;of the program may also be simplified as a direct result of > i small organizational size; however, the many essential f|processes of a successful product development program are 1 of specific value and interest and must be included in the II program. The road to success through new products is not always smooth but failure need not result, especially if precautionary steps are taken before the new product is |
