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better products to consumers. The management of consumers

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  • "better products to consumers. The management of consumers depends on thesupportive aspects varying from the environment, industry types to the type ofinnovation taking place. For instance, the consumers would not be highly involved incase of radical..

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  • "better products to consumers. The management of consumers depends on thesupportive aspects varying from the environment, industry types to the type ofinnovation taking place. For instance, the consumers would not be highly involved incase of radical innovation as consumers’ lacks foresight and thus they lacks theknowledge of what they want in future. On the other hand, competitive displacementinvolves the consumers at a higher rate as to identify the problems and the needs ofthe consumers for the existing products. Internet is found to complement the varioussuccess factors in a positive way. As per various researches firms are payingsignificant consideration to Internet in order to augment the effectiveness andcompetence of the overall process. Despite of the modern tools and innovative ideas, firms are found to be lagging indelivering a successful product. The reason behind it is the lack of understanding ofthe consumers` preferences and the ambiguity amongst the various firms about theopportunity identification. The companies pay more attention in the products orservices instead of consumers’ environment. The problem identification should becarefully dealt along with better coordination activities amongst the variousdepartments of a firm. The main reasons for the product failure varies from a poor orfaulty idea, poor timing, lack of consumer involvement, inappropriate researchtechniques, selection of environment etc. However, the research conducted isincapable or insufficient to elaborate the main reasons for the product failure andwhat consumers require. There is ambiguity in concluding whether the firms aresuccessful by involving consumers on one hand while they are lagging behind theircompetitors despite of carrying out each step with proper concern. The technologicaladvancement and highly competitive markets across the world is found to be themain reason for this vagueness. However, as per the overall study, developing andmanaging innovative ideas with appropriate consumer involvement raises thechances of the success; to put it other way, it is the road to success in delivering thebest possible value to its customers and hence a successful new productdevelopment process. 43 REFERENCESAlam, I. (USA) and Perry, C. (Australia), (A Customer Oriented New ServiceDevelopment Process), Journal of Services Marketing, Vol. 16 No. 6, 2002, pp. 515- 534, New York, USA and AustraliaAldlaigan Abdullah H., Buttle Francis A., (Consumer Involvement in FinancialServices: An Empirical Test of Two Measures), International Journal of BankMarketing, June 2001, 232-245, Manchester, UKAntioco, M., Heesch, T.V., Lindgreen, A., and Palmer, R., (High-tech, InnovativeProducts: Identifying and Meeting Business Customers’ Value Needs), Journal ofBusiness & Industrial Marketing, 24/3/4 (2009), 182–197, France, The Netherlandsand UKAyers, D.J., Gordon, G.L., Hanna, N., and Ridnour, R.E., (New Product DevelopmentPractices in Consumer versus Business Products Organizations), Journal of Productand Brand Management, Vol.4 No. 1, 1995, 33-53Barnard, L.J., Booysen, G.J., Burton, M.J., Cain, R., Campbell, R.I., De Beer, D.J.,Gyi, D.E., Hague, R., (Design evolution through customer interaction with functionalprototypes), Journal of Engineering Design, Vol. 18, No. 6, December 2007, 617- 635, South AfricaBaumgartner, J., (The Four Kinds of corporate Innovation), www.jpb.com, 2004, May4 Bishop, K., (Discontinuous Innovation), www.ezinearticles.com, n.d.Boeddrich, H.J., (Ideas in the Workplace: A NewApproach towards OrganizingtheFuzzy Front End ofthe Innovation Process), Journal of Creativity and InnovationManagement, Vol. 13 No. 4, 2004, December, 274-282, Oxford, UK44 Boustani, P., and Mitchell, V.W., (Market Development using New Products and NewCustomers: A Role of Perceived Risk), European Journal of Marketing, Vol. 27 No.3, 1993, 17-28, Manchester, UKBroughton, T., Neailey, K., and Phillips R., (A Comparative Study of Six-GateApproaches to Product Development), Integrated Manufacturing Systems, 1999, pp.289-297Burke, G., Myers, A., and Oke, A., Innovation types and Performance in Growing UKSMEs), International Journal of Operations & Production Management, Vol. 27 No.7, 2007, pp. 735-753, USA and UKCasto, J., (Concept Definition: A New Model), Mechanical Product Development, 3M,World Class Design to Manufacture, Vol. 1 No. 4, 1994, pp.5-12, MCB UniversityColgate, M., and Norris, L., (Developing a Comprehensive Picture of ServiceFailure), International Journal of Service Industry Management, Vol. 12 No. 3, 2001,215-233, Auckland, New ZealandCorrigan, T., (The Concept of Stress-Testing European Banks may be fatallyflawed), www.telegraph.co.uk, 2010, July 9, UKCowell, D.W., (New Service Development), Journal of Marketing Management, Vol.3 No. 3, 1988, 296-307, Plymouth, UKDooley, K., and Johnson, D., (Changing the New Product Development Process:Reengineering or Continuous Quality Improvement), Measuring BusinessExcellence, 2001, April 5, pp.32-38, Colorado, USADuke, C. 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