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About the Author
Robert G. Cooper is a professor of marketing at McMaster University. Founder of the widely employed StageGate product development process, he lives in Oakville, Ontario. Scott J. Edgett is associate professor of marketing at McMaster University and director of the Product Development Institute. He lives in Ancaster, Ontario. Elko J. Kleinschmidt is professor of marketing and international business and director of the engineering and management program at McMaster University. He lives in Ancaster, Ontario.
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Product details
Paperback: 416 pages
Publisher: Basic Books; 3rd edition (May 24, 2001)
Language: English
ISBN-10: 9780738204635
ISBN-13: 978-0738204635
ASIN: 0738204633
Product Dimensions:
6 x 1 x 9.2 inches
Shipping Weight: 1.2 pounds (View shipping rates and policies)
Average Customer Review:
3.6 out of 5 stars
29 customer reviews
Amazon Best Sellers Rank:
#1,037,081 in Books (See Top 100 in Books)
Robert Cooper developed the stage-gate methodology for new product development in the 1980's. It has had a profound effect on most large firms and many smaller firms. This structured approach to managing the inherently risky and complex cross-functional process of new product introduction has become a staple of MBA programs. Five stages and approval gates are used to manage the funnel from idea generation/discovery to project scoping to business case to development to testing/validation to launch/post-launch review.The third edition text outlines the basic structure. It provides best practices and practical advice for each stage. The author emphasizes the importance of speed and ways to use the stage-gate approach to deliver timely results, addressing the common criticism that the stage-gate process is inherently inflexible and slow. The 6 F's approach includes flexibility, fuzzy gates, fluidity, focus, facilitation and forever green. The basic risks of an overly rigid gate system are addressed, perhaps over-addressed. There is no in-depth treatment or review of alternate approaches to new product development that make time to market the primary focus.A significant amount of survey research is presented to define product introduction pitfalls and critical success factors. None of this is surprising, but the many lists provide a framework for product management practitioners to evaluate the effectiveness of their processes.The book provides several useful decision-making frameworks, including marketing/technology success factors, new to company/market, risks through time, risk/reward grids, gate decisions, and portfolio reviews.Overall, this is the best new product intro text available. It is addressed to marketing oriented product managers in large corporations, but is useful for anyone playing a role in a new product introduction process.The author promotes a high investment approach to new product development, best fitting a Fortune 200 firm. There are 5 stages, 5 gates, 6 F's, 7 goals, 8 points, 8 key factors and 15 critical success factors. Professor Cooper does not believe in shortcuts.Start with the stage-gate basics in chapter 5. Digest the other chapters as the need arises.
Robert Coopers "Winning at New Products" is "the classic" on product development (at least according to him) and is the book that introduces the Stage-Gate model that made some companies product development a lot better... and some companies a mess. I did not expected too much from the book, but it was better than I expected, except for some parts of it.The book broadly consists of three different parts. The first provides a background, the second provides guidelines for stage-gate and the last looks at strategy.The first four chapters try to convince the reader that new products and Robert Coopers ideas (stage-gate and the product he sells) are very good ideas. It's full of research 'evidence', but it seems to be coming from the same few sources. Also some of the conclusions from the research evidence are somewhat far fetched, in my opinion. Anyways, it did contain some useful information, like the effort spend on market research in early phases of a product is often not enough.The second part occupies most of the book and looks at the different stages in the stage-gate process. The focus of the book is actually NOT so much on the product development itself, but mainly on the marketing and product management aspect. This is important to realize, if you wanted a book on product development, you better look at other books like Don Reinertsens "Managing the Design Factory". Chapter 8 is a sidetrack chapter which talks about portfolio management. Chapter 10 is suppose to talk about the lat stage, but instead it seems to be a summary of the marketing issues needed throughout the whole development, which makes me wonder a little about the things that actually need to be done on the last stage.Some of the problems I had and have with stage-gate is that it does provide a very serial view on developing products. First start with marketing and "nail down the spec". Hand it over to development and then do testing. Cooper tries to explain that this is not the case, but it is very hard to make that conclusion when, on the next page, he says "nail down the spec before the development starts." He sometimes doesn't seem to know what he is actually advising. In that sense, the book did not convince me at all that stage-gate is a good idea, especially in fast cycle time products and software development.The last chapter covered strategy, but did so in a very minor way. It was still useful to include it to make the book one whole.I actually liked Coopers book. It had a strong marketing focus and I learned from that. I do not agree with some of the ideas Cooper has and also his references seem to be limited. Though, his writing style is absolutely awful. It's so popular! He uses exclamation marks every other sentence! Writes in absolutes! It really annoyed me!I thinking between 3 and 4 stars. Its certainly not "the product development bible" as Cooper claims himself. I decided to go for three stars mainly because of his annoying writing style and because the book could be written in 1/4th the amount of pages (a lot of blah blah). If you read one book on product development, this is not it. If you want to study the area more broadly, this book certainly needs to be included.
Bob Cooper, the author of this book, is the originator of the stage-gate approach to new product development, and is recognized as such by the federal government who registered this phrase under his company. He initially described the approach in a couple of excellent articles written in the late 1970s but this book, first written in the late 1980s and updated twice since, is really the best source for the stage-gate process. Although his writing can be dry and his tone preachy, you can't argue with the base information and the conclusions. He studied 3000 new products in hundreds of companies to identify what separates the winners from the losers in new products, and stage-gates are one of the keys, along with cross-functional teams and a clear understanding of the customer's needs. Today over 96% of companies in a recent survey use stage-gates, and the best at bringing new products to market, the organizations that are the most profitable and growing the fastest, do it well. This book lays out how to do it well. If you want to install a stage-gate process, and you need to, if your company doesn't have one, this is your best source.
An excellent job of Stage-Gates. This book represents one of the best overviews of this process. Where requirements are key, and any set of tasks, as well as the whole project, can best be observed and understood using this method. The key in having a successful project/product is first understanding the requirements and constraints. This book is excellent in this area and a great first step in the understanding required to implement great programs.
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