Selection as a new product development process: the case of Vertical Branding, Inc.

Abstract

Purpose

The purpose of the paper is to describe a practice that has implications for increasing product innovation in a variety of industries

Design/methodology/approach

The case describes an aspect of the new product development process that has particular application to a specific successful company. Unlike most marketing organizations, the company, Vertical Branding, Inc. (VBI), concentrates more on selecting new product concepts than developing them.

Findings

The case provides information and a solid action approach to increasing company profitability by strengthening a firm's new product innovation. The paper finds that the subject company capitalized on a supply of products and product concepts generated externally. Its major challenge was to select only those concepts that promised the highest probability of success. By using robust analytics and knowing the identity, location and preferences of its target audience, VBI is able to select the best match between its market segment and products.

Research limitations/implications

As in all case studies, the specific conditions found in one organization may not be found more generally in others. Readers are cautioned that the conclusions drawn in the case may have limited applicability.

Practical implications

The case depicts a professional implementation of the product selection stage of the new product development process. Existing literature does not emphasize the value in selecting from a set of externally generated product concepts. Instead when the existing literature focuses on selection, the emphasis is on internally generated ideas. VBI's use of external concepts multiplies the effect of its new product development efforts. Other organizations may find the techniques of value in their own activities.

Originality/value

The case is a unique implementation of a new product generation and screening that has a comprehensive foundation. It offers lessons that may be applied to other companies faced with similarly competitive, consumer environments.

Citation

Pitta, D. (2007), "Selection as a new product development process: the case of Vertical Branding, Inc.", Journal of Product & Brand Management, Vol. 16 No. 6, pp. 432-436. https://doi.org/10.1108/10610420710823807