Robert G. Cooper
What is involved in a successful new product program? Is it high spending on risky R&D? Is it close contact with customers? Is it the overall competitive strength of the firm? It could be any of these things, depending on your definition of success. In this article, Cooper shows that the strategy a firm chooses for its new product program is closely linked to the performance results that firm achieves. Cooper uncovers three different and independent ways of looking at performance, and proposes sets of generalized strategies that product innovation managers should consider.