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dc.contributor.authorEttlie, John E.
dc.contributor.authorJohnson, Michael D.
dc.date.accessioned2020-09-12T21:13:42Z
dc.date.available2020-09-12T21:13:42Z
dc.date.issued1994-04-01
dc.identifier.other7301659
dc.identifier.urihttps://hdl.handle.net/1813/72431
dc.description.abstractThe study explores the tradeoff between efforts to benchmark on product-development practices and be customer focused in the implementation of a quality-improvement method. The results of a survey of thirty-three firms' experience with quality function deployment (QFD) reveal that benchmarking on how competitors, peers, or role models develop products facilitates process improvement but hinders customer focus. Smaller firms are also shown to gain more customer focus and process-improvement benefits from QFD than larger firms.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Springer. Final version published as: Ettlie, J. E., & Johnson, M. D. (1995). Product development benchmarking versus customer focus in applications of quality function deployment. Marketing Letters, 5(2), 107-116. doi:10.1007/BF00994101 Reprinted with permission. All rights reserved.
dc.subjectcustomer focus
dc.subjectprocess improvement
dc.subjectbenchmarking
dc.subjectQFD
dc.titleProduct Development Benchmarking Versus Customer Focus in Applications of Quality Function Deployment
dc.typearticle
dc.relation.doihttps://doi.org/10.1007/BF00994101
dc.description.legacydownloadsJohnson41_Product_development_benchmarking.pdf: 1099 downloads, before Aug. 1, 2020.
local.authorAffiliationEttlie, John E.: University of Michigan
local.authorAffiliationJohnson, Michael D.: mdj27@cornell.edu Cornell University School of Hotel Administration


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