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Topics: Innovation, Google, New product development Pages: 5 (2891 words) Published: November 22, 2013
Google Innovation And New Product Management
Google products do not fair well on the market or do not reach the market at all as they would have failed during the trial stages because they hardly follow the proper steps in new product development. Therefore the question Google needs to ask itself before embarking on a project is whether or not a product is what the customer needs because what the engineers want to develop is not necessarily what people need. Therefore structured and analytic approaches to innovation have been proven valuable in new product development. It is important to highlight the need for customer’s input as they function as a fresh set of eyes. Google should continue to encourage a steady stream of new product possibilities from their engineers while social networks could be used to dialogue with customers and get new ideas. Google needs to have Innovation management in which there is the discipline of managing processes in innovation which in turn can be used in the development of both product and organizational innovation. Innovation processes can either be pushed or pulled through development. Instead of just having some creative ideas and launching them, Google could also adopt some innovation styles as part of their innovation management. TABLE OF CONTENTS 3

I 4
Question II 10
Conclusions 14
References 15
Appendix 16
Question I
Discuss and suggest some feasible application considerations when developing a new product development strategy for Google. In general, developing new products is usually expensive and risky. The majority of new product inventions are not successful. In Australia for instance, 95% of private inventions never reach the market (Walker, 2004). Google is evidently aware of this fact because most of its products do not fair well on the market or do not reach the market at all as they would have failed during the trial stages. It is needless to say that the high failure rate should not discourage companies from introducing new products because customers eventually lose interest in once popular products, particularly if competitors introduce more attractive products. Google is evidently aware of this fact due to the high rate of new products that they introduce onto the internet hence providing a vast diversity of products with the hope that one of them will succeed. This, however, says a lot about Google’s new product development strategy even though they have a lot of products. Looking at Google products and the way they do things it is apparent that Google hardly follows the proper steps in new product development this is why some of their products do not succeed. Companies often introduce new services on the basis of employees’ subjective opinions on whether the product will be successful (Zeithaml et al, 2009), which is the case with Google as mentioned by Marissa Mayer. This is not good as it only incorporates the views and needs of what the employees think the customers want and not exactly what the customer needs. (Image1 source: http://answers.google.com/answers/answers-logo-sm.gif) For example Google had a product called Google Answers in which a person would ask a question for a specified amount of money and experts in the field would answer the question. This service was of course terminated in 2006, but was it necessary in the first place to have such a product? No it was not especially when one had to pay for it. There are so many other services online where you can get expert help for free. Therefore the question Google needs to ask itself before embarking on a project is whether or not a product is what the customer needs because what the employees want to develop is not necessarily what people need. Structured and analytic approaches to innovation have been proven valuable in new product development (Zeithaml et al, 2009). According to Elliot and colleagues, (2008), there are seven recognised phases of the new product development process, namely; idea...

References: CLARK, CHARLES H. 1980, Idea Management: How to Motivate Creativity and Innovation, New York, AMACOM.
ELLIOT, G, et al, 2008, Marketing: Core Concepts and Applications, John Wiley & Sons, Australia
HAQLUND E,L, and MATTSON, J, 1995, Analysis, Planning, Improvisation and Control in the Development of New Services, International Journal of Service Industry Management, Vol.6, Issue No.2, pp.34-35
KELLY, P. and KRANZBURG M., 1978, Technological Innovation: A Critical Review of Current Knowledge, San Francisco, San Francisco Press.
TIDD et al, 2009, Managing Innovation: Integrating Technological, Market and Organizational Change, 1st edition, Chichester, Wiley
TROTT and PAUL, 2005, Innovation Management and New Product Development, Prentice Hall.
WALKER, J, 2004, A Step Ahead of the Future, BRW, 17 June, pp.54
ZEITHAML, V, A, et al, 2009, Services Marketing: Integrating Customer Focus Across the Firm, McGraw-Hill
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