As an executive with responsibility for new product development, a subordinate has just placed on your desk a copy of a fancy looking “product space map” to help support his argument in favor of developing and introducing a new product. What key questions should you ask about how this map was generated, what it assumes, and how it should be interpreted before you attempt to use the map as the basis for any decision making? 31. What is the difference between “dimensional analysis,” “relationship analysis,” and “analogy” with regard to concept generation? 32. What are some of the common “myths” or “untrue truisms” concerning how new product concepts should be evaluated? Explain why. 33. What determines how quickly a firm should try to weed out questionable new product ideas?
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