New product development process: An investigation of success and failure in high-technology and non-high-technology firms

Abstract Numerous studies have examined new product success and failure in an attempt to reduce failure rates. Because they share some common themes, the previous studies were categorized into the following five groups: (1) studies focusing on causes of new product successes/failures; (2) studies examining new product development processes; (3) studies investigating new product development strategy and performance relationships; (4) studies focusing on building models to predict new product performance, and (5) studies focusing on a single factor relating to new production success/failure. To fill some of the gaps in earlier studies, and include variables that have not been linked to new product success/failure before, 151 companies were surveyed in two industries, the medical instrument technology and food processing industries. The survey contained questions on the importance of six new product idea sources: (1) final customers; (2) RD (3) marketing executives; (4) other executives in the firm; (5) competitors; and (6) free-lance investors. Seven factors that were proposed to relate to new product success/failure were: (1) competition; (2) product performance; (3) marketing; (4) price competitiveness; (5) product absolescence; (6) limited number of distributors; and (7) customer switching costs. In addition, an attempt was made to investigate the effects of technology and following new product development plans and procedures on new product success/failure. Survey results indicate that using customers as the sources of new product ideas ranks number one in terms of importance for businesses in both the medical instrument technology and food processing industries. Similarly, executives who are in charge of new product development rare poor product performance as the essential cause of new product failure in the food processing industry, followed by poor marketing and pricing. In the medical instrument technology industry, however, the most important cause of new product failure was considered to be customer switching costs followed by poor product performance. This is probably because of the high investments typical for products in the medical instrument technology industry (i.e.hospital equipment). New product failure rates also differed between the two industries studied. Companies from the food processing industry, on average, had an almost 8% higher new product failure rate than companies in the medical instrument technology industry (40.18%vs.32.43%).The level of technology (medical instrument technology—high tech vs.food processing industry—low tech) may account for the difference in the new product failure rate. Results also showed that following new product development plans and procedures relates to new product success in the food processing industry, but not in the medical instrument technology industry. Using company R&D departments and free-lance inventors as sources of new product ideas is related to new product success in both industries investigated. In the food processing industry, price, competition, customer switching costs, and access to distribution channels influence new product success. Those firms that consider these variables important have higher new product success rates. Similarly, in the medical instrument technology industry, customer switching costs, access to distribution channels, product performance, product obsolescence, and marketing are important influences of new product success. Thus, firms that consider these variables when entering markets with new products may be more successful. It is possible to eliminate some causes of new product failure by entering markets earlier than the competitors. For example, early market entrants often have advantages over later entrants in selecting distribution channels. Early market entrants are also likely to create new customer switching costs for later entrants, however, this may not occur if the product introduced is not a technological breakthrough. Of course, not every new product introduced can be a technological breakthrough (e.g., many food products), but they can be new, reflecting the definition of new products.