Jeffrey F. Durgee

Deep structures: real information requirements determination

Abstract We argue that a class of information is missing in the traditional ways of performing information requirements determination (IRD) activities. This “deep structure” information consists of the values, beliefs and unwritten rules in an organization. Previous research shows that failure to identify this is one of the reasons why information systems (IS) fail. Here, therefore, focus group methodology is suggested as a preprocess for IRD processes for uncovering latent information. Further, in order to see how effective the focus group method is for eliciting deep structure information, a laboratory experiment was conducted. The results suggest, first, that deep structure information is qualitatively different from surface structure information and second, that information gathered using the focus group methodology contains more deep structure information than that using traditional interviews. Implications are discussed.

Using mini‐concepts to identify opportunities for really new product functions

Develops and refines a new way to generate and identify opportunities for really new product functions. Considers that the role played by marketing research in really new products is limited. Traditional marketing research methods here are largely confined to asking people about problems with current products, watching them use these products and asking them to use new prototypes in extended use tests. Describes a new method for identifying new consumer or industrial product functions. Target consumers for a given category are exposed to 300 mini‐concepts. Concepts consist of verb‐object combinations describing possible new functions in that category. Concludes that once key needs or opportunities are identified for a given category, the next step is to determine which current or new technologies are required to address these needs.

Perspective: integrated market-immersion approach to teaching new product development in technologically-oriented teams

Abstract This article presents a market immersion methodology for teaching NPD in technologically-oriented teams. This methodology was developed during the early 1990s at the Lally School of Management and Technology of Rensselaer Polytechnic Institute. Since then, it has been successfully utilized to train in excess of one hundred MBA-level student teams. The NPD course is taught by a 5-member cross-functional team of faculty with backgrounds in marketing, manufacturing operations, and accounting. The course is modeled on Cooper’s stage gate process, and the course is designed to provide a combination of classroom and apprenticeship experiences. The 6-credit, year-long course requires students to work in self-directed teams of approximately 5 to 6 members. Each student team chooses its own industry or technology domain in which to concentrate its efforts, and students undertake intensive market and field research in order to assess any existing market opportunities. Once a specific target market and market need have been identified, students are then required to design a product and an organization to meet that need. In specific, students must produce a detailed marketing, manufacturing, operations, advertising, distribution, and financial plan that can bring their product to market. During the process, students create multiple potential product designs, build mock-ups of their products, and field test the mock-ups. At every phase of the course, the teams are continuously immersed in real customer markets. As a result, teams must struggle to incorporate new market information and learning into their project in a consistent and holistic manner. The following article presents the curriculum content and tools, lessons learned, and student reactions to this original pedagogical approach to teaching NPD. Due to the length of the course, particular attention is paid to the teaming issues that naturally arise when teams work together on long-run projects.

Integrated Market‐Immersion Approach To Teaching New Product Development In Technologically‐Oriented Teams

This article presents a market immersion methodology for teaching NPD in technologically-oriented teams. This methodology was developed during the early 1990s at the Lally School of Management and Technology of Rensselaer Polytechnic Institute. Since then, it has been successfully utilized to train in excess of one hundred MBA-level student teams. The NPD course is taught by a 5-member cross-functional team of faculty with backgrounds in marketing, manufacturing operations, and accounting. The course is modeled on Coopers stage gate process, and the course is designed to provide a combination of classroom and apprenticeship experiences. The 6-credit, year-long course requires students to work in self-directed teams of approximately 5 to 6 members. Each student team chooses its own industry or technology domain in which to concentrate its efforts, and students undertake intensive market and field research in order to assess any existing market opportunities. Once a specific target market and market need have been identified, students are then required to design a product and an organization to meet that need. In specific, students must produce a detailed marketing, manufacturing, operations, advertising, distribution, and financial plan that can bring their product to market. During the process, students create multiple potential product designs, build mock-ups of their products, and field test the mock-ups. At every phase of the course, the teams are continuously immersed in real customer markets. As a result, teams must struggle to incorporate new market information and learning into their project in a consistent and holistic manner. The following article presents the curriculum content and tools, lessons learned, and student reactions to this original pedagogical approach to teaching NPD. Due to the length of the course, particular attention is paid to the teaming issues that naturally arise when teams work together on long-run projects.

Qualitative Methods for Developing Advertising That Makes Consumers Feel, “Hey, That’s Right For Me”

Identifies eight sources of brand imagery. Describes new qualitative methods for measuring brand images and general consumer “life images”. Surmises that effective advertising today reflects a deep sensitivity towards consumer feelings about the product usage ritual, the reason for using the product, the usage occasion, the results of using the product, idiosyncratic experiences with the product, the manufacturer, and daily lives in general.

Refurbishing services and how services enhance consumer well-being

The purpose of this paper is to explore how services might impact a general consumer sense of everyday well-being or life satisfaction.,It was decided to focus on the existential benefits of refurbishing services and see how they might impact owner sense of self and overall life satisfaction. A qualitative study was fielded which consisted of analyses of website testimonials of customers of refurbishing services for products such as pianos, watches, boats, bicycles and other durables. Also analyzed were results from one-on-one qualitative interviews of customers of refurbishing services and selected refurbishers of similar products.,The study suggests that refurbish services provide a mix of hedonic and eudaimonic benefits. They provide an enhanced sense of self and general well-being insofar, as the newly restored item connects owners to loved ones, to other collectors or fans and to their own personal life histories. It also connects them to the refurbishers and their “magic”. Insofar as refurbishers invite customer involvement in the process, they co-create how the process will proceed, so customers feel a special involvement and gain an understanding of the workings of the item and how to best use it.,Refurbishing services might offer, like all the new internet-mediated sharing services, a more sustainable alternative to the buy-and-dispose consumption behaviors found in most world economies.,This paper provides insights into the lives of products after purchase and the roles of relevant service providers. It also provides examples of how service providers in general might deepen and facilitate customers’ feelings about themselves and their daily lives. It shows how service providers can enhance customer hedonic and eudaimonic appreciation of provider knowledge, skills and efforts.

How to Advertise Radical Product Designs

Abstract New product designs can be radical in terms of new technology or new external form. Forms that are too radical, however, are often rejected by consumers because they represent new meanings to target buyers. We suggest that including designers’ beliefs, feelings, or intentions in advertising for products characterized by radical designs may help audiences contextualize and understand the new meanings embodied in the novel designs. This, in turn, can make such products more appealing to the average consumer. This paper presents an experimental study of viewer attitudes towards four radical new product designs when they are accompanied by designer philosophies. For all designs, the designer philosophies had positive impacts on viewer attitudes.

What corporations want in MBA engineers

Abstract This article describes a survey of major U.S. corporations which asked what they want in entry level MBA engineers. The information was gathered in order to refine the MBA program at Rensselaer Polytechnic Institute — a program which is designed specifically for engineers. Key findings are that corporations want management engineers to be stronger in interpersonal and communications skills. They also want them to be more creative, practical and realistic in their outlook. By comparison, they are relatively less concerned about their analytic and technical skills.