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  • Exhibit 14: NPD As A Network of Interactions

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    MOIroirch
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    The document discusses the external inputs that influence new product development at different stages. These include needs from society, competitors, supplier partnerships, distributors, customers, and strategic alliances. Across stages, common external inputs are competitors, suppliers, distributors, customers, and in later stages, university partnerships that provide research and development support.

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    NPD as a Network of Interactions (Trott 2012) applied to Kanopy

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    Exhibit 14: NPD as a Network of Interactions

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    The document discusses the external inputs that influence new product development at different stages. These include needs from society, competitors, supplier partnerships, distributors, customers, and strategic alliances. Across stages, common external inputs are competitors, suppliers, distributors, customers, and in later stages, university partnerships that provide research and development support.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
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    39 views1 page

    Exhibit 14: NPD As A Network of Interactions

    Uploaded by

    MOIroirch
    The document discusses the external inputs that influence new product development at different stages. These include needs from society, competitors, supplier partnerships, distributors, customers, and strategic alliances. Across stages, common external inputs are competitors, suppliers, distributors, customers, and in later stages, university partnerships that provide research and development support.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
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    NPD AS A NETWORK OF INTERACTIONS: (TROTT 2012)

    External Inputs: societal needs (need for tertiary students to have their learning enriched by video, integrated into an increasingly technological learning environment), competitors (USA competitors in a comparatively technology rich environment), supplier partnerships (liaising with video suppliers e.g. filmmakers), distributors (e.g. studios), customers (e.g. tertiary libraries), strategic alliances (e.g. MEF concerning the USA market and their needs)

    External inputs: competitors (e.g. Australian and USA video distributor companies), suppliers (e.g. filmmakers), distributors (e.g. studios) customers (e.g. tertiary universities)

    (e.g. in the context of developing the IT behind the technical innovation of the video streaming service and associated technology) External inputs: competitors (e.g. Australian and USA video distributor companies), suppliers (e.g. filmmakers), distributors (e.g. studios), customers
    (e.g. tertiary libraries), university departments (e.g. Curtin University aiding Kanopy with IT requirements and testing)

    External inputs: scientific and technological developments (e.g. made by Kanopys IT team), competitors (e.g. Australian and USA video distributor companies), suppliers (e.g. filmmakers), distributors (e.g. studios), customers (e.g. tertiary
    libraries), university departments (e.g. Curtin University aiding Kanopy with IT research and development or Harvard Business Hub aiding with IT R & D )

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