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Product development benchmarking versus customer focus in applications of quality function deployment
dc.contributor.authorEttlie, John E.en_US
dc.contributor.authorJohnson, Michael Daviden_US
dc.date.accessioned2006-09-11T18:38:53Z
dc.date.available2006-09-11T18:38:53Z
dc.date.issued1994-04en_US
dc.identifier.citationEttlie, John E.; Johnson, Michael D.; (1994). "Product development benchmarking versus customer focus in applications of quality function deployment." Marketing Letters 5(2): 107-116. <http://hdl.handle.net/2027.42/47150>en_US
dc.identifier.issn0923-0645en_US
dc.identifier.issn1573-059Xen_US
dc.identifier.urihttps://hdl.handle.net/2027.42/47150
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.en_US
dc.format.extent737157 bytes
dc.format.extent3115 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypetext/plain
dc.language.isoen_US
dc.publisherKluwer Academic Publishers; Springer Science+Business Mediaen_US
dc.subject.otherEconomics / Management Scienceen_US
dc.subject.otherMarketingen_US
dc.subject.otherCustomer Focusen_US
dc.subject.otherProcess Improvementen_US
dc.subject.otherBenchmarkingen_US
dc.subject.otherQFDen_US
dc.titleProduct development benchmarking versus customer focus in applications of quality function deploymenten_US
dc.typeArticleen_US
dc.subject.hlbsecondlevelWest European Studiesen_US
dc.subject.hlbsecondlevelSoutheast Asian and Pacific Languages and Culturesen_US
dc.subject.hlbsecondlevelMarketingen_US
dc.subject.hlbsecondlevelManagementen_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.subject.hlbtoplevelHumanitiesen_US
dc.subject.hlbtoplevelSocial Sciencesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumThe Michigan Business School, University of Michigan, 48109-1234, Ann Arbor, Michen_US
dc.contributor.affiliationumThe Michigan Business School, University of Michigan, 48109-1234, Ann Arbor, Michen_US
dc.contributor.affiliationumcampusAnn Arboren_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/47150/1/11002_2004_Article_BF00994101.pdfen_US
dc.identifier.doihttp://dx.doi.org/10.1007/BF00994101en_US
dc.identifier.sourceMarketing Lettersen_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


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