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Technology Newness and Impact of Go/No-Go Criteria on New Product Success

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  • Pilar Carbonell
  • Ana Isabel Rodriguez Escudero
  • Jose Luis Munuera Aleman

Abstract

This study shows that the relative effect of five dimensions of go/no-go criteria on new product success is contingent on the stage of the development process and newness of the technology. Specifically, strategic fit criteria are critical to new product success at the initial screening. Technical criteria are significantly correlated with product success only at the go-to-development decision gate. Market opportunity criteria relate positively with project success at the initial screening, the market launch gate and the post-launch review. Financial criteria correlate positively with success from the go-to-development decision to the first post-launch review. Customer-acceptance criteria stand out as equally important to success throughout the entire development process. In relation to the moderating effect of technology newness, it was found that customer acceptance and market opportunity criteria at the initial screening are more important for the success of low technologically innovative projects than for the success of high technologically innovative projects. At the initial screening, financial criteria exert a negative effect on the success of projects incorporating highly innovative technologies.

Suggested Citation

  • Pilar Carbonell & Ana Isabel Rodriguez Escudero & Jose Luis Munuera Aleman, 2004. "Technology Newness and Impact of Go/No-Go Criteria on New Product Success," Marketing Letters, Springer, vol. 15(2_3), pages 81-97, July.
    • Handle: RePEc:kap:mktlet:v:15:y:2004:i:2_3:p:81-97
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    Cited by:

    1. Kiwon Lee & Suchul Lee, 2021. "Knowledge Structure of the Application of High-Performance Computing: A Co-Word Analysis," Sustainability, MDPI, vol. 13(20), pages 1-20, October.
    2. Yufei Zhang & G. Tomas M. Hult & David J. Ketchen & Roger J. Calantone, 2020. "Effects of firm-, industry-, and country-level innovation on firm performance," Marketing Letters, Springer, vol. 31(2), pages 231-245, September.

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