UNIVERSITY OF NATAL. DURBAN
DURBAN CAMPUS
GRADUATE SCHOOL OF BUSINESS
Friday, June 07, 2002 Dear Sir/Madam
MBA RESEARCH QUESTIONNAIRE
I am currently completing my MBA Dissertation at the University of Natal, Durban, South Africa. The title of my research is An Evaluation of A Telecommunications Solution Provider'S New Product Development Strategy.
Your company has been selected for evaluation. Product Development of the EPPIX Customer Care & Billing System (EPPIX CCBS) will be investigated. The EPPIX CCBS is the "New Product" that I will be referring to in my study. According to academics
Your input will be of significant value to the existing body of knowledge in the field of New Product Development or otherwise termed Product Innovation. As you might know, the lifeblood of our organisations is the ability to satisfy the changing needs of our customers through the introduction of new products or product innovation. It is in this context that it can be said that product innovation is essential to corporate survival and growth.
Please take note that individual results of this questionnaire are completely anonymous. Only aggregate data will be used to
express results of the study. All information on your company gained from this study will remain confidential in accordance with the confidentiality agreement between the University of Natal and CMG-Wireless.
Your complete honesty in answering the questions will ensure the most accurate results. It is an evaluation of your company and will be most beneficial if responses to the questions reflect a true image of your company in relation to New Product Development.
In appreciation for your co-operation I would gladly forward for your attention and interest an executive summary at your request.
The company will also receive a copy of my dissertation. The summary will provide an indication of the New Product Development Strategy that may be applied to increase chances of success.
Unfortunately, time has run out on this project and to enable me to complete this research, a swift response is needed from you. It would be appreciated if the questionnaire could be completed electronically. Once completed, please e-mail to
[email protected] by the 11th June 2002. Should you have any questions Whatsoever, I can be contacted on +2783782 2555 or the above e-mail address.
Thank you for your help and valuable time.
T.Gengan Mobile Landline E-Mail
+27 (0) 83 782 2555 +27 (0) 11-8031076
PART A: QUESTIONNAIRE Study of Factors influencing New Product Development (NPD) Strategy
Thank: you for your willingness to participate in this study related to new product success. There are no right or wrong answers to the following questions especially considering that all new products and organisations are subject to changing internal and external factors.
Please indicate an X the extent of your agreement or disagreement with the following statements in relation to New Product Development in your CMG. The product that is being considered is the improved and revised version of the existing product i.e. EPPIX CCBS.
The scale refers to the following: 1 =Strongly Disagree, 2=Disagree; 3=Do not agree or disagree; 4=Agree; and, 5=Strongly Agree Factors Influencing Strongly Disagree Do not Agree Strongly
New Product Strategy Disagree Agree or Agree
Disaaree SECTION ONE: CORPORATE
STRATEGY
01. New Product Development is guided by the corporate goals of the company
02. Objectives for new product development projects are clearly defined
03. Corporate strategy at CMG restricts or stifles the creativity necessary for new product development
04. There is a fusion between
Factors Influencing Strongly Disagree Do not Agree Strongly
New Product Strategy Disagree Agree or Agree
Disaaree Product Development and
existing activities) exist within the company
06. The climate in the company accepts risks when a new product is being developed 07. Product development is the most
favoured method of achieving corporate growth in your company
OB. Aggressive strategies are utilised favouring market penetration and market development for
corporate growth
09. CMG's new product strategy maximizes company's goals SECTION TWO: ROLE OF
MANAGEMENT I
10. A high level of top management support exists in the process of product innovation
11. Senior management are committed and involved at all stages of the NPD process 12. Company executives encourage
a culture of innovation and
Factors Influencing Strongly Disagree Do not Agree Strongly
New Product Strategy Disagree Agree or Agree
Disagree entrepreneurship
13. Top management defines the company culture
14. Management style is appropriate to the demands of product
innovation
15. There are fewer layers of
authority to speed the process of innovation
16. Top management is responsible for good communication and free-flow of information amongst NPD project team members 17. Top management combines
technical commitment with marketing inputs
SECTION THREE:
ORGANISATIONAL CUTURE 18. Experimentation is encouraged 19. More time is consciously
dedicated to thinking
Factors Influencing Strongly Disagree Do not Agree Strongly
New Product Strategy Disagree Agree or Agree
Disagree NPD project
22. Positive internal attitude exists between staff members
23. High levels of shared values characterise the company culture
24. Tasks are designed around co- operative teamwork
25. Harmony and stability are emphasized
26. Considerable job mobility exists 27. Work smarter, not harder
philosophy is applied 28. Suggestions are welcomed SECTION FOUR:
ORGANISATIONAL STRUCTURE 29. Organisational structure is free
from rigid rules
30. A participative and informal orQanisational style exists 31. Many views are aired and
considered
32. Face-to-face communication exists with little 'red tape'
33. Creative interaction and aims are
- - --- - ---
Factors Influencing Strongly Disagree Do not Agree Strongly
New Product Strategy Disagree Agree or Agree
Disagree emphasized
34. Organisational structure is flexible with respect to changing needs, threats and opportunities 35. Organisational structure is non-
hierarchical
36. Information flows downwards as well as upwards
37. Co-ordination within the NPD project team is undertaken by experts with a technical
background in the area, and not a superior with authority from outside
38. Power in the NPD projects team is distributed among the experts where appropriate
SECTION FIVE: NPD PROCESS 39. The product idea is compatible
with company objectives, strategies and resources
Factors Influencing Strongly Disagree Do not Agree Strongly
New Product Strategy Disagree Agree or Agree
Disagree 41. The marketing strategy to be
developed for the new product is cost-effective and affordable 42. The new product meets profit
goals
43. The new product is technically as well as commercially sound 44. The new product meets
company criteria for sales and market share
45. The idea does not need to be sent back for product
development
46. Management has the skills and time needed for NPD
47. The company has the financial resources required for NPD SECTION SIX: STAFF
48. Functional co-ordination is identified as a critical factor contributing to the development of the new product
49. Cross-functional skills are highly valued in the company
50. Team members work together from start to finish during the
Factors Influencing Strongly Disagree Do not Agree Strongly
New Product Strategy Disagree Agree or Agree
Disagree NPD process
51. Teams are multi-
disciplinary/multi-skilled 52. There is a close relationship
between functional co-ordination and the NPD process
53. Team members feel responsible for and is able to work on any aspect of the NPD project SECTION SEVEN: INFORMATION 54. Good and reliable information is
available for making improved decisions about what and how to innovate
55. The role of information is
considered important in the NPD process for achieving product advantage
56. Technical and marketing information are both accurate and timely in the NPD process
Factors Influencing Strongly Disagree Do not Agree Strongly
New Product Strategy Disagree Agree or Agree
Disagree 58. Technical support for knowledge
is available
59. Centralised databases are available for supporting NPD within the company
60. Networking of information speeds communications and cuts costs during the NPD process
(g) Your Name:
(h) Your company branch:
(i) Your position:
0) E-mail address:
(k) Telephone:
PART B: CONFIDENTIAL
(I) Any comments or suggestions you may wish to make considering this research study:
Thank you for your time in completing the questionnaire. If you have any queries, please do not hesitate to contact Miss T.Gengan at +27837822555
Or e-mail [email protected].