Product definition: assorted techniques and their marketplace impact

Abstract

The author attempts to elucidate the processes used by Hewlett-Packard product development teams to create their project's product definitions. She outlines the case study methodology used to understand the role of product definition in marketplace success, and delineates the differences between product definition processes employed to develop products which were and were not marketplace successes. Product definition success factors map the quality of the product definition effort to the marketplace performance of the product. The reasons for completing each success factor are also examined. It is concluded that Hewlett-Packard's product definition project demonstrates that there is much to learn from retrospective analysis. The organization needs to decide that it is committed to do what is necessary to be successful; it needs to follow the best practices' process; it needs to assess whether what it is doing is successful or unsuccessful; and it needs to correct the deficiencies.<>