Abstract
The development of new products is central to many companies’ strategies. However, most studies show that the majority of new products fail to meet their financial targets or fail entirely. To improve the understanding of how consumers evaluate new products, this paper employs existing knowledge of dual-process theories to organise problems related to new product designs. These problems are identified through interviews of 12 designers of consumer products. Through this approach, 24 distinct types of pitfalls for new product designs are identified. Thereby, this paper provides design practice and design research with an extensive and structured account of potential causes of new product failures.
Keywords
product evaluation; product experience; dual-process theories; product failure
DOI
https://doi.org/10.21606/drs.2018.217
Citation
Haug, A. (2018) Understanding the Evaluation of New Products Through a Dual-Process Perspective, in Storni, C., Leahy, K., McMahon, M., Lloyd, P. and Bohemia, E. (eds.), Design as a catalyst for change - DRS International Conference 2018, 25-28 June, Limerick, Ireland. https://doi.org/10.21606/drs.2018.217
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
Understanding the Evaluation of New Products Through a Dual-Process Perspective
The development of new products is central to many companies’ strategies. However, most studies show that the majority of new products fail to meet their financial targets or fail entirely. To improve the understanding of how consumers evaluate new products, this paper employs existing knowledge of dual-process theories to organise problems related to new product designs. These problems are identified through interviews of 12 designers of consumer products. Through this approach, 24 distinct types of pitfalls for new product designs are identified. Thereby, this paper provides design practice and design research with an extensive and structured account of potential causes of new product failures.