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NEW PRODCUT DEVELOPMENT PROGRAM:KEY CONSTRUCTS CUSTOMER KNOWLEDGE PROCESS In our new product development program: • We rarely/regularly meet customers to learn their current and potential needs for new products. • Our knowledge of customer needs is scant/thorough. • We rarely/regularly use research procedures, e.g. personal interviews, focus groups, and surveys, to gather customer information. • We casually/systematically process and analyze customer information. • Customer information is barely/fully integrated in new software design. • We seldom/regularly use customers to test and evaluate new products. • We barely/fully understand our customers’ business. • We rarely/regularly study customers’ operations for new product development.
MARKETING – R&D INTERFACE In our new product development program, marketing and R&D: • Rarely/regularly communicate for new product development. • Rarely/regularly share information on customers. • Rarely/regularly share information about competitors’ products and strategies. (reverse coding) • Seldom/fully cooperate in establishing new product develoment goals and priorities. • Seldom/fully cooperate in generating and screening new product ideas and testing concepts. • Seldom/fully cooperate in evaluating and refining new software. • Are inadequately/fully represented on our product development team. (reverse coding) • Technological knowledge and market knowledge are never/fully integrated in our new product development.
COMPETITOR KNOWLEDGE PROCESS In our new product development program: • We rarely/regularly search and collect information about our competitors’ product and strategies. • We casually/systematically analyze information about competitors. • Information about competitors’ products is scarcely/fully integrated as a benchmark in our product design. • Our knowledge of our competitors’ strengths and weaknesses is scant/thorough. • We rarely/regularly study our competitors software.
R&D STRENGTH • What is your annual R&D expenditure as a percentage of sales? • How would you compare the level of your annual R&D expenditure with your largest competitor’s? Ours is much lower/higher. • How would you compare the strength of your company’s proprietary technology with your largest competitor’s? Ours is much weaker/much stronger.