BUU44702 New Product Development 2025/26

(5 ECTS)

Lecturer:   

Veronica Rahneberg

Email: vrahnebe@tcd.ie

Office Hours:  By Appointment 

Available to Exchange students

Module Description

In this changing world, to stay relevant, companies are continuously innovating and launching new products and services.   How should they best do this in such a competitive environment? The module is designed for students who wish to develop their understanding of the complex management issues associated with the development of new products/services in a scale up or Multinational entity environment.

Learning And Teaching Approach

The module is organised in four parts:

1. The imperative for and scope of new product development
2. Thinking strategically about new product development
3. Managing product development as a process
4. Evaluating and improving the new product development process and ensuring customer success and retention

Together, these parts contribute a strategic perspective on managing new product/service development in a variety of settings.

The module is based on a combination of case studies, readings and team project work. 
The cases challenge students to analyse product/service development issues in differing industries and countries and to discuss these issues in class. The team project challenges the students to engage with the issues in practice.

Learning Outcomes

On successful completion of this module students should be able:

1. To identify and to understand the contributors to development of new products and/or services. How to identify if the new product/service will be successful.
2. To identify and to understand the choices in leading, structuring and running the development process, and integrating differing functional capabilities during the development process. Role of innovation and quality.
3. To explore, develop and communicate specific and actionable recommendations for managers to improve a product/service development process including: a description of the proposed action; time scale for introduction; resources required; knock-on effects anticipated in other areas; measures of performance attributable to the action; expected outcomes/risks and mitigations
4. To work effectively as an individual in a team focused on evaluating the practice and performance of a product development process
5. To understand the entrepreneurs and innovators and meet some industry leaders as guest speakers (expect to meet two industry titans).

Relation to Degree

As an area of managerial responsibility, the new product/service development process requires the integration of differing functional perspectives – strategy, marketing, design, engineering, operations, accounting, HRM – in order to translate new ideas into manufacturable, marketable and environmentally sensitive products. To develop a new service or product the leader needs to demonstrate high levels of intercompany networking, leadership and influence. This module is at the intersection of these perspectives and, together with other parts of the curriculum, extends the conceptual and managerial scope of the degree. Note: readings and case studies will be subject to change.

Workload

Textbooks And Required Resources

Required Readings

The module is based on a combination of case studies and readings. All case studies are available online from the module blackboard site. Readings are available mainly online from the Library E-Journals collection (designated L) and, occasionally, online from the module blackboard site (designated B). Case studies are subject to change.

The following abbreviations are made throughout this Module Programme:

• BH #: Business Horizons, Year #
• CIM #: Creativity & Innovation Management, Volume #
• CMR #: California Management Review, Volume #
• # IPDMC: International Product Development Management Conference #
• JPIM #: Journal of Product Innovation Management, Volume #
• JoM #: Journal of Marketing, Year #
• LRP #: Long Range Planning, Volume #
• R&DM #: R&D Management, Volume #
• SMR #: Sloan Management Review, Year #

Student Preparation for the Module

It is expected that case studies and readings noted as “pre-reading” are prepared ahead of class. Readings noted as “post-reading” may be discussed in class and read after class.

Assessment

The Module is assessed by a team project, and a written semester-end examination. 

• Project: Working in teams, students prepare a report on the practice of service/ product development in a firm of their choice. The report should reflect the issues and concepts which will have been addressed in the module. The tutorials are used to discuss the project process and The project accounts for 60% of the overall grade
• 1 x two-hour end of semester examination accounting for 40% of the overall grade. The closed-book examination comprises a case study and a number of questions. Confirmation of examination venue and other details will be provided during the semester.

Key submission dates and assessment details are as follows:

General guidelines for preparing assignments

Text of assignments must be typed in 1.5 line space, font size 12, margins 2.5 cm. Un- typed assignments will not be accepted. Normally on team assignments, each member receives the same grade. In exceptional circumstances, submitted teamwork may merit different evaluations of individual contributions. As such, individual members of a Project Team may receive differing grades for the Project Element submitted.

Assignments are due by the specified due time and date. Any exceptions to these conditions must be agreed with the module lecturer in advance.

Late submission policy

Unexcused assignments submitted after the designated submission deadline may be penalised by 5% of the grade awarded for each working day late, or part thereof. In the event of a non-medical reason for non-submission of an assignment, please consult with and receive prior approval from the module lecturer. Students unable for medical reasons to submit an assignment must produce a medical certificate to the Trinity Business School office within three working days of the missed submission date.

Certificates received after that time may not be accepted.

Team project guidelines

Assignment: Working in teams, normally of four, each project team prepares a detailed report on the practice, performance and recommendations for improvement of product development in a firm of their choice. The teams are approved over class sessions 2 and 3 of the Semester. The tutorial sessions are used to discuss to project process based upon the readings noted below.

The report should reflect the issues and concepts which are addressed in the module. The project may illustrate either development in differing situations or differing approaches to development. For example, the project may be selected to represent different degrees of product/service or manufacturing process change, falling into the category of incremental, platform or next-generation products. The report should be built around an assessment of the firm’s practice and performance using scorecards. The report should outline a plan of action to improve the development process assessed through addressing the issues identified. The action plan may include: a description of the proposed action; time scale for introduction; resources required; knock-on effects anticipated in other areas; measures of performance of the change; expected risks/risk mitigation plans, teams view on the success, outcomes. The report should not exceed 2500 words (1.5 line space, font size 12, margins 2.5 cm), including one typed page for each of the nine process areas assessed. The bibliography, tables, charts and graphs are outside of the word count.

Biographical Note

Veronica Rahneberg is an Adjunct Teaching Fellow on the Executive MBA programme at Trinity Business School and a Partner at EY, responsible for the Telecommunications, Technology and Media sector and Head of Managed Services, introducing new services to EY. She has 30 years’ experience in digital transformation, managed services, and innovation strategy, having held senior executive roles including Sales & Marketing Director at Fujitsu Ireland, where she delivered over €410 million in sales. Veronica holds a First Class Honours MBA from Trinity Business School, a Postgraduate Diploma in Technology Commercialisation, and a Bachelor’s degree in Computer Applications (Hons) from Dublin City University. She is a passionate advocate for lifelong learning, diversity, and inclusion, bringing extensive industry insight to the New Product Development module.