Structuring the New Product Development Pipeline

References

  • Abernathy W. J., Rosenbloom R. S. Parallel and sequential R&D strategies: Application of a simple model. IEEE Trans. Engrg. Management (1968) EM-15(1):2–10CrossrefGoogle Scholar
  • Abernathy W. J., Rosenbloom R. S. Parallel strategies in development projects. Management Sci. (1969) 15(10):486–505LinkGoogle Scholar
  • Bhattacharya S., Krishnan V., Mahajan V. Managing new product definition in highly dynamic environments. Management Sci. (1998) 44(11 Part 2):S50–S64LinkGoogle Scholar
  • Bond R. S., Lean D. F.Sales, Promotion, and Product Differentiation in Two Prescription Drug Markets (1977) (U.S. Federal Trade Commission, Washington, D.C) Google Scholar
  • Boulding W., Morgan R., Staelin R. Pulling the plug to stop the new product drain. J. Market. Res. (1997) XXXIV:164–176CrossrefGoogle Scholar
  • Cetron M., Martino J., Roepcke L. The selection of R&D program content-Survey of quantitative methods. IEEE Trans. Engrg. Management (1967) EM-14(1):4–13CrossrefGoogle Scholar
  • Chun Y. H. Sequential decisions under uncertainty in the R&D project selection problem. IEEE Trans. Engrg. Management (1994) 41(4):404–413CrossrefGoogle Scholar
  • Dahan E. Reducing technical uncertainty in product and process development through parallel design of prototypes. (1998) . Working paper, MIT, Cambridge, MAGoogle Scholar
  • Dean B. V., Hauser L. E. Advanced materiel systems planning. IEEE Trans. Engrg. Management (1967) EM-14(1):21–43CrossrefGoogle Scholar
  • DiMasi J. A., Hansen R. W., Grabowski H. G., Lasagna L. Cost of innovation in the pharmaceutical industry. J. Health Econom. (1991) 10:107–142CrossrefGoogle Scholar
  • DiMasi J. A., Hansen R. W. Research and development costs for new drugs by therapeutic category. PharmacoEconomics (1995) 7(2):152–169CrossrefGoogle Scholar
  • Dreyfuss J., Rapoport C., Schlender B., Calonius E., Bylinsky G., Shapiro D., Alpert M., Moore A., Neumeier S., Kirsch S. Ideas for the 1990s: Today's leaders look to tomorrow-Science. Fortune (1990) 121(7):68–96Google Scholar
  • Feinberg F., Huber J. A theory of cutoff formation under imperfect information. Management Sci. (1996) 42(1):65–84LinkGoogle Scholar
  • Gerson V. How business is dealing with the AIDS epidemic. Bus. Health (1997) 15(1):17–20Google Scholar
  • Grabowski H., Vernon J. A new look at the returns and risks to pharmaceutical R&D. Management Sci. (1990) 36(7):804–821LinkGoogle Scholar
  • Grabowski H., Vernon J. Returns to R&D on new drug introductions in the 1980s. J. Health Econom. (1994) 13:383–406CrossrefGoogle Scholar
  • Gross A. The creative aspects of advertising. Sloan Management Rev. (1972) Fall:83–109Google Scholar
  • Hellinger F. J. Forecasts of the costs of medical care for persons with HIV: 1992–1995. Inquiry (1992) 29(3):356–365Google Scholar
  • Henderson C. Conference coverage (NCVDG) researchers bullish as NIAID reveals AIDS vaccine strategy. Blood Weekly (1996) February 26Google Scholar
  • Jackson B. Decision methods for selecting a portfolio of R&D projects. Res. Management (1983) 26(5):21–26Google Scholar
  • Kotler P.Marketing Management (1994) (Prentice Hall, Upper Saddle River, NJ) Google Scholar
  • Marschak T., Glennan T. K. J., Summer R.Strategy for R&D: Studies in the Microeconomics of Development (1997) (Springer-Verlag, New York) Google Scholar
  • McGough R., Deogun N. Mergers pose debatable cure for diseases of drug firms. Wall Street Journal (1999) November 12Google Scholar
  • Morone J.Winning in High-Tech Markets, The Role of General Management (1993) (Harvard Business School Press, Boston, MA) Google Scholar
  • Nelson R. R. Uncertainty learning, and the economics of parallel research and development efforts. Rev. Econom. Statist. (1961) 43(4):351–364CrossrefGoogle Scholar
  • Parry M., Bass F. M. When to lead or follow? It depends. Marketing Lett. (1990) 1(November):187–198CrossrefGoogle Scholar
  • Quinn J. B. Managing innovation: Controlled chaos. Harvard Bus. Rev. (1985) 63(3):73–84Google Scholar
  • Quinn J. B. Team innovation. Exec. Excellence (1996) 13(7):13–14Google Scholar
  • Rosenbloom R., Cusumano M. A. Technological pioneering and competitive advantage: The birth of the VCR industry. Calif. Management Rev. (1987) XXIX(4):51–76CrossrefGoogle Scholar
  • Schmidt R. L., Freeland J. R. Recent progress in modeling project-selection processes. IEEE Trans. Engrg. Management (1992) 39(2):189–200CrossrefGoogle Scholar
  • SG Cowen Securities Corporations Pharmaceutical therapeutic categories outlook. (1999) MarchGoogle Scholar
  • Silk A. J., Urban G. L. Pre-test market evaluation of new packaged goods: A model and measurement methodology. J. Market. Res. (1978) 15(May):171–191CrossrefGoogle Scholar
  • Souder W. E. A system for using R&D project evaluation methods. Res. Management (1978) 21(5Google Scholar
  • Souder W. E., Mandakovic T. R&D project selection model. Res. Management (1986) 29(4):36–42Google Scholar
  • Srinivasan V., Lovejoy W., Beach D. Integrated product design for marketability and manufacturing. J. Market. Res. (1997) 34(1):154–163CrossrefGoogle Scholar
  • Steele L. W. Selecting R&D programs and objectives. Res.-Technol. Management (1988) 31(2):17–36Google Scholar
  • Urban G. L., Carter T., Gaskin S., Mucha Z. Market share rewards to pioneering brands, an empirical analysis and strategic implications. Management Sci. (1986) 32(6):645–659LinkGoogle Scholar
  • Urban G. L., Hauser J. R.Design and Marketing of New Products (1993) 2nd ed.(Prentice Hall, Englewood Cliffs, NJ) Google Scholar
  • Reid M. Hoescht unit to cut time for getting drugs to market. The Wall Street Journal (1999) April 21Google Scholar
  • Weber R., Werners B., Zimmermann H.-J. Planning models for research and development. Eur. J. Oper. Res. (1990) 48:175–188CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.