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한국마케팅과학회 Journal of Global Scholars of Marketing Science(마케팅과학연구) Journal of Global Scholars of Marketing Science(마케팅과학연구) 제25권 제1호
발행연도
2015.1
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1 - 4 (4page)

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Welcome to the JGSMS Special Issue on Global New Product Development!In today’s global marketplace, firms need to consider how to leverage their globalscale and scope in order to improve new product development. In the car industry, forexample, it is hard to imagine a major car company trying to protect its home nichemarket. Its competitors have already extended their scope to many manufacturing anddesign centers around the world, resulting in better products that incorporate bettertechnology, developed in less time and at lower overall cost. Consider Ford as a typicalexample. Ford has incorporated a Global Product Development System and a GlobalVehicle Program. Since the inception of these programs, Ford has specialized theengineering for each car component by location. One engineering plant, for example, isresponsible for exhaust systems for all cars using a given platform and sold worldwide;another would be assigned the task of engineering all steering columns. Since the design ofthese components is consistent globally, every Ford built on a given platform will “feel”the same and “sound” the same when being driven, regardless of where it was actuallymade. Ford claims reductions in engineering costs of 60% between 2005 and 2008, andnew global cars such as the Ford Fusion have been successfully launched into the worldmarket (Vasilash, 2009). Ford successfully targets these products at consumers around theworld, since they have very similar desires regarding fuel economy, environmentalimpact, comfort, technology and safety. While cost reductions of this type are certainly impressive, one must also consider thechallenges involved in global new product development. While most of a car may bestandardized to take advantage of scale economies, certain adaptations will need to bemade to customize the product to the needs of the marketplace. A car may have airconditioning or automatic gear shifting as standard in the North American market, whilethese may be sold as options in Europe or Asia. Some cars will have the steering wheel onthe left side and others on the right, depending on the convention in the target country. Other small design differences may need to be made for safety or emission-controlreasons. Even if the tangible product is standardized throughout the world, its positioningmay differ across markets. Mercedes-Benz and BMW cars are sold as prestigious luxuryvehicles in the North American market, at a higher price point than in Germany, theircountry of origin, and other European countries. Honda cars are sold as youth-orientedcars in Japan and high-quality cars in North America. There are other interesting concerns as well. For example, managing a global productteam presents its own challenges: meetings will mostly be of the virtual type, there may belanguage or cultural barriers, and of course time zones can be tricky as well. But an abilityto leverage the skills and different problem-solving capabilities of the various global teammembers should outweigh these difficulties. Another consideration: should the sameproduct produced in the home market be sold in global markets, or should adaptations ortotally new products be sold globally? There is much new intriguing research on productdevelopment for the bottom-of-the-pyramid (BOP) market – emerging or developingmarkets that nevertheless offer much untapped potential. For example, a phonemanufacturer could take an existing phone and remove features so as to sell it at a cheaperprice point, or simply build a totally new phone that specifically addresses consumer needsin that market (Dubiel & Ernst, 2013). Nokia developed a phone charger for the Indianmarket which used bicycle power: the rider charges the phone when pedaling his or herbicycle to work (Bagla, 2011). Finally, a firm that is accustomed to engineering anddesigning a product for its home market may now seek to become a global player in itsindustry. This is happening currently with firms such as Lenovo (laptops) and Haier(appliances), both of Chinese origin. In such cases, firms need to consider the universalityof their designs to determine their suitability for the global marketplace. Will appliancesthat sell well in China be competitive on the world market, or will differences inperformance or appearance, due to cultural perceptions, be too much for them to overcome(Zhang, 2012)? Questions on universality of design remain largely unanswered, yet theseconsiderations can also greatly influence the success of a global new product developmenteffort.

在当今的全球市场中，企业需要考虑如何利用其全球化规模，以提高新产品的开发。以汽车行业为例，很难想象一个大的汽车公司能够试图保护住其所拥有的有利可图的市场。它的竞争对手已经将业务范围扩大到世界各地的许多制造和设计中心，从而生产更好的产品，更好的整合技术，以更短的时间和更低的整体成本进行开发。福特就是一个典型的例子，福特已经将全球产品开发系统项目和全球汽车项目结合起来。自这些项目开展以来，福特专门从事与每一汽车部件定位相关工程。例如，某一工程车间为所有指定平台使用或销往世界各地的汽车负责排气系统，那么另一个将会被分配到负责所有转向柱的任务。这是因为这些部件的设计在全球范围内都是一致的，不管实际制造的地点在哪里，每一辆在指定平台制造的汽车都是“感觉”相同、“声音”相同。福特声称在2005年到2008年之间降低60%的工程成本，新的全球性汽车如福特Fusion已经成功地在全球市场上市。这种类型的成本降低当然是令人印象深刻的，但还必须要考虑参与全球新产品开发的挑战。为了利用规模经济， 一辆汽车的绝大多数部件可能都需要做到标准化；但为满足产品定做的市场需要， 一定程度上的改装也是必要的。在北美市场， 一辆车可能有空调或自动换档的标准，而这些可能会在欧洲和亚洲选择出售。一些汽车的方向盘在左侧，而其他的在右侧，这取决于目标国家的惯例。还可能出于对安全和排放控制的原因要做出其他的小设计差异。即使有形的产品在世界各地是标准化的，它的定位可能会因市场的不同而不同。梅赛德斯- 奔驰和宝马车被作为著名的豪华车以比德国、其原产国和其他欧洲国家更高的价格点在北美市场出售。本田汽车是作为面向年轻人的汽车在日本销售而作为高品质的汽车在北美销售。还有其他有趣的东西需要考虑。例如，管理全球产品团队提出了挑战：会议将主要是虚拟式的，可能会有语言或文化上的障碍，当然时区问题也可能会非常棘手。但利用全球不同的团队成员的技能和不同的解决问题的能力应当能够战胜这些困难。另一个要考虑的问题是，在全球市场上应当销售本土市场生产的同样产品，还是销售改装或全新的产品？有很多新的有趣的关于金字塔底层（BOP）市场（如新兴的或第三世界的市场）产品开发的研究，毕竟它们仍有很多尚未开发的潜力。例如，手机制造商可以利用现有的电话和删除功能，以更便宜的价格把它卖掉，或者干脆制造一个全新的手机，专门针对这个市场消费者的需求。诺基亚开发针对于印度市场的手机充电器，它利用的是自行车功率：在骑手蹬他或她的自行车上班的过程中为手机充电。最后， 一个习惯于为本土市场管理和设计产品的公司，现在则可能寻求成为其行业的全球玩家。中国的联想（笔记本电脑）和海尔（家电）两家企业目前呈现的便是这样的态势。在这种情况下，企业需要考虑其设计的普遍性，以确定其是否适合全球市场。在中国畅销的家电在国际市场上是否具有竞争力？由于文化观念的不同导致的性能或外观上的差异是否难以让他们接受？设计的普遍性问题基本上仍悬而未决，但这些因素也可以极大地影响一个全球性的新产品开发工作的成功。JGSMS中关于这个问题的前三篇文章组成了关于全球新产品开发的特刊。每一篇文章探讨的是全球范围内不断变化的新产品开发世界中的某一不同方面。在由Moammar Ozer 和Mumin Dayan所写的第一篇文章中，考察了新兴经济体中的新产品开发过程。随着一个国家从提供低成本制造的发展中经济体转变成拥有自己产权的全球制造业强国，其新产品开发过程中需要变得更为复杂，用于支持创新的内部组织也同样如此。Ozer 和Dayan聚焦一个国家，阿拉伯联合酋长国（阿联酋），强调阿联酋的新产品开发战略，组织和业务特点，并罗列了西方企业在全球这一重要地区寻求商业合作伙伴的挑战。在第二篇文章中，Wooyang Kim，James Hunt 和Richard Lancioni考察体验品牌因素如何引发消费者感知产品创新并最终接受一项新的，创新性产品的消费决策过程。Kim等人将韩国和美国作为样本，以检验有关信息使用，诊断属性，决策过程和购后行为的假设，以及如何将这些用于消费者创新和新产品扩散的预测。他们还讨论了跨国家的异同。在第三篇文章中， Eunha Chun, Sangah Song 和Eunju Ko 检测如Twitter这样的社交网络的影响。他们应用语意网络分析来识别社交网络服务在在时装零售购物体验中是如何影响情绪的,这种效应被称为购物疗法。作者发现, Twitter发出消费者购买之前和之后的时尚购物疗法的效果。作者不仅研究了社交网络服务在零售购物体验过程中对情绪缓和的直接影响，同时也为进一步的购物行为研究提供了指导，并且讨论了技术公司开发新时尚产品在全球市场的用处。在第四篇文章中，Roger Calantone 和Francisco Jose Molina Castillo解决的是关于新产品开发理论更加根本的问题，尤其是在上市过程和上市时间的决策问题上。虽然上市成功在从业者中一直是一个重要的话题（因为这是在新产品开发投资终于开始得到回报的一步），学术上的关注已经落后，理论理解仍然缺乏。在他们的文章中，这些作者测试了可以为上市时间的决定和新产品性能提供见解的两种理论的适用性：企业资源基础观和制度理论。作者使用最近推出的产品样本实证检验这些理论。我们希望您能够喜欢这些文章，也希望他们能够为您在全球范围内新产品开发相关的问题上提供一个视角。
#new product development #global market #product innovativeness #country in transition #standardization

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Bagla, G. / 2011 / Product development in emerging markets / Visions 35 : 44 ~ 45 google schola Dubiel, A. / 2013 / The PDMA handbook of new product development / John Wiley : 100 ~ 114 google schola Vasilash, G. S. / 2009 / Developing more faster at ford / Time Compression : 34 ~ 35 google schola Zhang, D. / 2012 / Affect, attitude, and meaning: Assessing the universality of design in a transnational marketing context / Ph.D. / Temple University google schola

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