New Product Development (NPD) Success Factors: A Review of the Literature

Abstract

This paper reviews the literature on managerially actionable new product development success factors and summarises the field in a classic managerial framework. Because of the varying quality, breadth and scope of the field, the review only contains post-1980 studies of tangible product development that are of a rigorous scientific standard. Success is interpreted as a commercial success. The field has gained insight into a broad set of factors that vary in scope, abstraction and context. Main areas that contribute to NPD success are top management support exhibited through resource allocation and communicating the strategic importance of NPD in the organisation. The right projects need to be selected for investment at the beginning of the process and should be aligned to the organisation's internal competencies and the external environment. The NPD process should use cross-functional teams and a competent project champions. Marketing research competency is crucial, as an understanding of the market, customers and competitors is repeatedly highlighted. Product launch competency was also consistently shown to be important. In terms of controlling the NPD process, strict project gates are required to maintain control.