Subject category:
Entrepreneurship
Published by:
NACRA - North American Case Research Association
Length: 13 pages
Data source: Field research
Abstract
In mid-1997, Richard Reed, Director of Technology at Natural Purifying, Inc (NPI), was charged with developing a new product development process. NPI had been recognized as a leader in the manufacture of alternatives to chlorine disinfectants for swimming pools and spas, but had not made a profit since it''s founding in 1983. Reed believed that the most critical success factor for the business was the ability to improve existing products and invent new ones. The historical new product development process at NPI had been technically-driven, and plagued by long product development cycles, technical faults, and a limited marketing strategy. In October 1996 ADA (a billion-dollar recreational products company) had bought out NPI, and Reed wanted the redesigned process to take advantage of the new resources available to NPI as well as to improve performance.
About
Abstract
In mid-1997, Richard Reed, Director of Technology at Natural Purifying, Inc (NPI), was charged with developing a new product development process. NPI had been recognized as a leader in the manufacture of alternatives to chlorine disinfectants for swimming pools and spas, but had not made a profit since it''s founding in 1983. Reed believed that the most critical success factor for the business was the ability to improve existing products and invent new ones. The historical new product development process at NPI had been technically-driven, and plagued by long product development cycles, technical faults, and a limited marketing strategy. In October 1996 ADA (a billion-dollar recreational products company) had bought out NPI, and Reed wanted the redesigned process to take advantage of the new resources available to NPI as well as to improve performance.