When Speeding Concepts to Market Can Be a Mistake

James Utterback, Marc Meyer, Timothy Tuff and Lisa Richardson
Additional contact information
James Utterback: School of Engineering, Massachusetts Institute of Technology E52-541, Cambridge, Massachusetts 02139
Marc Meyer: College of Business, 214 Hayden Hall, Northeastern University, 360 Huntington Avenue, Boston, Massachusetts 02115
Timothy Tuff: Ampersand Ventures, Suite 240, 55 William Street, Wellesley, Massachusetts 02181
Lisa Richardson: Sears Speciality Merchandising, 7447 Skokie Boulevard, Skokie, Illinois 60077

Interfaces, 1992, vol. 22, issue 4, 24-37

Abstract: The speed with which to move concepts to market is a fundamental issue facing new ventures and their parent corporate sponsors. Is rapid development from concept to market vital? What pressures are induced by the urgency of product introduction, and can they lead to poor decisions? Can a more deliberate pace be recommended? Widely diverse new business ventures outside a company's core business areas can prove problematic. While faster may be better, speed brings with it pressures that, for certain types of technological ventures, can lead to failure if they are not clearly understood and managed. Speed is relative to the capability of the venturing company and to the nature of the venture it is attempting. The studied company's experience shows that successful ventures, particularly the more risky and potentially rewarding, require commitment and persistence.

Keywords: marketing: new products; industries: mining/metals (search for similar items in EconPapers)
Date: 1992
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