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Managing Product and Service Development: Text and Cases 1st Edition

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ISBN-13: 978-0073023014
ISBN-10: 0073023019
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About the Author

Stefan H. Thomke is Associate Professor of technology and operations management at Harvard Business School.

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Product Details

  • Hardcover: 600 pages
  • Publisher: McGraw-Hill/Irwin; 1 edition (January 27, 2006)
  • Language: English
  • ISBN-10: 0073023019
  • ISBN-13: 978-0073023014
  • Product Dimensions: 7.3 x 1.1 x 9.4 inches
  • Shipping Weight: 2.2 pounds
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon Best Sellers Rank: #158,702 in Books (See Top 100 in Books)

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3 of 6 people found the following review helpful By Phil Thomas on May 6, 2006
Format: Hardcover
Since the book *Managing Product & Service Development: Text & Cases* by Stefan H. Thomke has become available for academic purposes it may be of interest to think about how this material on the veritably "hot topic" of corporate innovation can be used.

To briefly summarize the book's contents, it is based on the author's academic and case research and consists of three modules. Each of these is made up of an introductory text, a set of cases/notes and a collection of published articles. Thus there are 3 chapters, 16 cases, two notes and 11 articles altogether. It may be mentioned that the book is accompanied by an *Instructor's Manual/Cases* which contains detailed teaching notes for the cases as well as other background information for use by teachers of product and service development courses.

Three types of user strategies can be identified. These may be listed for working purposes as sampling, full court press and springboard strategies, respectively.

The sampling strategy would consist of adoption of individual cases (and to a lesser extent, articles) from the book. For instance, the faculty of one well known B-school tried out nearly half the cases in the book while the latter was still in its formative stages. Such trials were conducted in several academic areas including technlogy, marketing, policy, organisational behavior etc. In these instances most of the cases became long term features of the courses that were involved. A few other cases were also considered for use but were eventually not adopted for a variety of reasons centred on the common idea of "resistance to change". To the best of my knowledge, these reasons did not reflect at all on the high quality of the cases in the book.
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