Browsing by Author "Mary Mathew"

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    An Analysis of Product Life Cycle Orientation in PLM Software Tool Vendors
    (Chitkara University Publications, 2011-10) Mary Mathew; D. Aseri; R. Isaac
    A challenge in implementation of Product Lifecycle Management (PLM) tools is the selection of the right vendor and the solution. Implementing PLM entails huge financial investment on the part of the user and hence precise knowledge as to where each tool can be applied is a must. In this paper, seven PLM tool vendors are compared on their definitions of PLM and also their product offerings in different Product Life Cycle (PLC) phases, including the extreme ends of PLC viz. R&D and end-of-life phase, which are usually ignored. An integrated PLC model is developed and the tools are then mapped onto different phases of PLC. Vendors are compared based on number of tools offered in different PLC phases. The results reveal an uneven distribution in the applicability of various tools, with majority of them focusing on the product development phase and an astonishingly low number on the R&D and end-of-life phases.
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    Measurement of Integration between NPD and Marketing Employees: Case of a Software Product Development Company
    (Chitkara University Publications, 2010-10) Mary Mathew; Manasi Joglekar; Pradeep Desai
    The relationship between marketing and new product development (NPD) is of great significance. It has been widely accepted that it also affects the success of the project or product to a large extent. But yet, this integration is not an easy task and presents lots of challenges to an organization. One of the major barriers is considered to be differences in the perceptions of marketing and NPD employees about each others’ tasks and the way they are supposed to cooperate. The study described in this paper is aimed at diagnosing these differences for a particular software products organization. The study has tried to capture these differences for integration behaviors between marketing and new product development (NPD) employees engaged in software product development. The study revealed that there was a significant difference between perception of marketing and new product development (NPD) employees over the current level of information flow from marketing to NPD as well the improvement required in the same. The priorities of marketing and NPD employees for improvement also seem to be quite different which is a serious concern as it can lead to lack of concerted effort in a particular direction. The paper describes these findings on the integration behaviours between marketing and NPD employees.
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    Measuring R&D Demographics to Assess the Potential for Technological Innovation of SMEs in India
    (Chitkara University Publications, 2010-04) Mary Mathew; Anirudha Dambal; V. Chandrashekar
    “Innovation is one of the best-known indicators of organizational competitive advantage. However, little is known about the innovation behavior of SMEs in developing countries. The capacity of SMEs to be lean, flexible and agile makes their potential for innovation, high. Their R&D demographics is a good indicator of whether they will be potentially innovative or not. It is with this aim that we studied the R&D characteristics of Indian SMEs. The survey methodology was used. The questionnaire method was used for data collection. A sample of 55 Indian SME organizations in the pharmaceuticals, information technology, machine tools and precision tools sectors were surveyed. The metrics used to measure R&D demographics included spread of R&D activities within the SMEs, R&D expenditure of the SMEs, education levels of the SMEs, collaborations of the SMEs for technology acquisition and clients of the SMEs between foreign and Indian markets. Implications and policy suggestions are also discussed.