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Life Sciences Product/Service Development Process: Lesson Learned from Thailand Center of Excellence for Life Sciences (Public Organization)

机译:生命科学产品/服务开发过程:从泰国卓越卓越的生命科学(公共组织)中吸取的课程

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There is no argument on the benefit of innovation. Much evidence shows how innovation increase the value of the company; surpasses its outcomes, both product and service, and also improves the process's efficiency. Many scholars proposed the model for creating innovation using the term "New Product (Service) Planning and Development Process: NPD process" by employing the inductive methodology, collected case studies and constructs to generate the models such as BAH Model and Stage-Gate Model, However, these models are still not crystalized and incompatible with business requirement, especially in high growth business like life science. There is evidence showing the general NPD process is not fit in the current situation of life sciences product/service development and should be modified to solve the problems. The portfolio management concept is the main principle of the idea screening phase. Ideas that were generated for the previous phase have been prioritized by correlation of market opportunity and operational feasibility and almost categorized as the star, cash cow, question and dog according to Boston Consulting Group: BCG recommendation. But the process cannot be applied with life sciences product/service, because it was selected by the readiness for operation such as good manufacturing practices (GMP) certification by food and drug association (FDA) approval. Although the company has the star category product/service, it cannot produce anything without FDA approval. As the above problem statement, A qualitative method and content analysis were used in this study to find a suitable process for the development of life sciences product/service. The study found a suitable process of development for life science products as pharmaceutical products and cosmetics. Although the results of the study derived from credible resources, quantitative methods are required to confirm the suitability and generalizability of the model in the future.
机译:没有关于创新利益的论据。有很多证据表明了创新如何增加公司的价值;超越产品和服务的结果,也提高了过程的效率。许多学者提出了使用“新产品(服务)规划和开发过程:NPD过程”创建创新的模型,通过使用归纳方法,收集的案例研究和构造来生成BAH模型和舞台门模型等模型,然而,这些模型仍然没有结晶和与业务需求不相容,尤其是生命科学等高增长业务。有证据表明,普通NPD过程不适合当前的生命科学产品/服务发展,并应修改以解决问题。投资组合管理概念是思想筛查阶段的主要原则。根据市场机会和运营可行性的相关性,已经优先针对前阶段产生的想法,并将其作为明星,现金牛,问题和狗的相关性,根据波士顿咨询组:BCG推荐。但该过程不能申请生命科学产品/服务,因为它是由粮食和药物协会(FDA)批准的良好制造实践(GMP)认证等操作的准备情况选择。虽然公司拥有明星类商品/服务,但它不能在没有FDA批准的情况下生产任何东西。作为上述问题陈述,本研究中使用了定性方法和内容分析,以寻找生命科学产品/服务的适当过程。该研究发现,作为医药产品和化妆品的生命科学产品的合适开发过程。虽然研究结果来自可信资源,但需要定量方法来确认未来模型的适用性和普遍性。

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