| Term | Definition |
|---|
| role of designer in product cycle | as a need is generated, a product is designed, made and sold, eventually becomes obsolete |
| outline the product cycles in terms of early, mature, and late stages of development | in the early stage many changes to the product take place until it develops to the mature stage where it is diffused into market, gains acceptace, and sells well. in the late stage, as it has been overtaken by successive generations of productions |
| invention | the process of discovering a principle. a technical advance in a particular field often resulting in a novel product |
| innovation | the business of putting an invention in the marketplace and making it a success |
| stages of innovation | developing an idea into a viable product; its production; marketing and sales; followed by redesign; and the cycle or spiral continues |
| explain why the majority of inventions fail to become innovations | marketability, financial support, marketing, need for the invention, price, resistance to change, aversion to risk |
| dominant design | the design contains those implicit features of a product that are revognized as essential by a majority of manufacturers and purchasers |
| diffusion into the marketplace | the wide acceptance of a product |
| market pull | the initial impetus for the development of a new product is generated by a demand from the market |
| technological push | where the impetus for a new design emanates from a technological development |
| lone inventor | an individual working outside or inside an organisation who is committed to the invention of a novel product and often becomes isolated because they are engrossed with ideas that imply change and are resisted by others |
| product champion | an influencial individual, usually working within an organisation, who develops and an enthusiasm for a particular idea or invention and champions it within that organization |
| technophile | someone who immediately welcomes a technological change |
| technocautious | someone who needs some convincing before embracing technological change |
| technophobe | someone who resists all levels of technological change |
| corporate strategy | long-term aims and objectives of a company and ways of achieving them by allocation of resources |
| corporate strategy: pioneering | pioneering means being ahead of the competitors by introducing a new product first |
| corporate strategy: imitative | aims to develop a quick product similar to the pioneered product as quickly as possible |
| market penetration | increasing sales to existing customers or finding new customers for an existing product |
| market development | finding new applications for existing products, thereby opening up new markets |
| product development | the creation of new, modified or updated products aimed mainly at a company's existing customers |
| diversification | involves a company both in the development of new products and in selling those products to new companies |
| market sector | a broad way of categorizing the kinds of market the company is aiming for |
| market segmentation | markets divide up into smaller segments where the purchasers have similar characteristics and tastes |
| robust design | flexible designs that can be adapted to changing technical and market requirements |
| product family | a group of products having common classification criteria. members normally have many common parts and assemblies |
Combine with other sets
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