npdp适合人群（NPDP术语-五）

Market Share / 市场份额Market Share: A company’s sales in a product area as a percent of the total market sales in that area.，我来为大家科普一下关于npdp适合人群?以下内容希望对你有帮助!

npdp适合人群

Market Share / 市场份额

Market Share: A company’s sales in a product area as a percent of the total market sales in that area.

市场份额:该公司的销售额在整个市场销售额中所占的百分比。

Market Testing / 市场测试

Market Testing: The product development stage when the new product and its marketing plan are tested together. A market test simulates the eventual marketing mix and takes many different forms, only one of which bears the name test market.

市场测试:产品开发阶段，评估新产品及其上市计划。市场测试采用不同形式模拟市场最终情况，其中只有一种称为测试市场。

Marketing strategy / 营销策略

Marketing strategy: a process or model to allow an organization to focus limited resources on the best opportunities to increase sales and thereby achieve a unique competitive advantage

营销策略：一个过程或模型，允许组织将有限的资源集中在最佳机会，以增加销售，从而实现独特的竞争优势

Maturity Stage / 成熟阶段

Maturity Stage: The third stage of the product life cycle. This is the stage where sales begin to level off due to market saturation. It is a time when heavy competition, alternative product options, and (possibly) changing buyer or user preferences start to make it difficult to achieve profitability.

成熟阶段:产品生命周期的第三阶段。由于市场饱和，这个阶段的销售开始趋于平稳。此时，激烈的竞争、产品多样化选择以及潜在消费者的偏好发生改变从而使得企业难以盈利。

Metrics / 度量

Metrics: A set of measurements to track product development and allow a firm to measure the impact of process improvements over time. These measures generally vary by firm but may include measures characterizing both aspects of the process, such as time to market, and duration of particular process stages, as well as outcomes from product development such as the number of products commercialized per year and percentage of sales due to new products.

度量:一套跟踪产品开发的测量方法，允许公司对流程推进带来的影响进行衡量的测量方法。这些方法因公司而异，包括流程的特征测试，如投放时间、具体开发时间、每年新产品商业化的结果和新产品的销售比重等等。

Mind mapping / 思维导图

Mind mapping: A graphical technique for imagining connections between various pieces of information or ideas. The participant starts with a key phrase or word in the middle of a page then works out from this point to connect to new ideas in multiple direction – building a web of relationships.

思维导图：一种图形技术，用于想象各种信息或想法之间的联系。 参与者从页面中间的关键短语或词开始，然后从这一点开始连接到多个方向的新想法 – 构建一个关系网络。

Mission / 使命

Mission: The statement of an organization’s creed, philosophy, purpose, business principles, and corporate beliefs. The purpose of the mission is to focus the energy and resources of the organization

使命：组织的信条，哲学，目的，商业原则和企业信念的声明。 任务的目的是集中力量和资源的组织

Multidimensional scaling / 多维缩放

Multidimensional scaling (MDS): is a means of visualizing the level of similarity of individual cases of a dataset (for example products or markets)

多维缩放（MDS）：是一种可视化数据集（例如产品或市场）的个别案例的相似性水平的手段

Multifunctional Team / 跨职能团队

Multifunctional Team: A group of individuals brought together from the different functional areas of a business to work on a problem or process that requires the knowledge, training and capabilities across the areas to successfully complete the work. (See Chapters 9 and 10 in The PDMA HandBook 2nd Edition and Chapter 6 in The PDMA ToolBook 1.) (See also “Cross-Functional Team”.)

跨职能团队:来自不同业务职能领域的个体组成的共同致力于一个问题或者流程的团队。这类问题或者流程的顺利解决亟需成功地整合跨领域知识 、培训和能力。(参见 PDMA 手册(第 2 版)的第九、十章和 PDMA 工具书第一册的第六章)(参见“跨职能团队”)

Multivariate analysis / 多元分析

Multivariate analysis: explores the association between one outcome variable (referred to as the dependent variable) and one or more predictor variables (referred to as independent variables).

多元分析：探讨一个结果变量（称为因变量）和一个或多个预测变量（称为独立变量）之间的关联。

Net Present Value / 净现值

Net Present Value (NPV): the difference between the present value of cash inflows and the present value of cash outflows. NPV is used in capital budgeting to analyze the profitability of a projected investment or project.

净现值(NPV): 按照公司贴现率或者资金成本，将当前和预期资金的流入与流出折算成现值，以评价不同项目的可比投资。

Network Diagram / 网络图

Network Diagram: A graphical diagram with boxes connected by lines that shows the sequence of development activities and the interrelationship of each task with another. Often used in conjunction with a Gantt Chart.

网络图:以线条相连的方框图表，用于演示开发活动的次序和各项任务之间的相互关系。经常与甘特(Gantt)图联用。

New Product / 新产品

New Product: A term of many opinions and practices, but most generally defined as a product (either a good or service) new to the firm marketing it. Excludes products that are only changed in promotion.

新产品:包含创意与实践的术语，一般而言，新产品指市场上首次出现的产品(商品或服务)。不仅限于包括在促销阶段推出的产品。

New Product Development / 新产品开发

New Product Development (NPD): The overall process of strategy, organization, concept generation, product and marketing plan creation and evaluation, and commercialization of a new product. Also frequently referred to just as “product development.”

新产品开发(NPD) : 包括新产品的战略、组织、构思、产品制造和营销策划与评估以及新产品商业化在内的全部过程。通常简称为“产品开发”。

New Product Development Process / 新产品开发流程

New Product Development Process (NPD Process): A disciplined and defined set of tasks and steps that describe the normal means by which a company repetitively converts embryonic ideas into salable products or services. (See Chapters 4 and 5 of The PDMA HandBook 2nd Edition.)

新产品开发流程(NPD 流程):将最初想法不断转化为销售产品和服务，公司所开展的条理化工作流程。(参见 PDMA 手册第二版的第 4、5 章)

New Product Development Professional / 新产品开发专业人员

New Product Development Professional (NPDP): A New Product Development Professional is certified by the PDMA as having mastered the body of knowledge in new product development, as proven by performance on the Certification test. To qualify for the NPDP certification examination, a candidate must hold a bachelor’s or higher university degree (or an equivalent degree) from an accredited institution and have spent a minimum of two years working in the new product development field.

新产品开发专业人员(NPDP): PDMA 所评定的新产品开发专业人员，应掌握新产品开发的整个知识体系并且需通过认证考试。为保证 NPDP 认证考试的权威性， 报考者必须拥有 公认机构颁发的学士学位或者更高学历(或同等学历)，并且具有至少两年的新产品开发从业经验。

New Product Introduction / 新产品引入

New Product Introduction (NPI): The launch or commercialization of a new product into the marketplace. Takes place at the end of a successful product development project. (See Chapter 30 of The PDMA HandBook 2nd Edition.)

新产品引入(NPI): 一项新产品进入市场的启动阶段，在新产品项目成功开发的后期。

New-to-the-World Product / 全新产品

New-to-the-World Product: A good or service that has never before been available to either consumers or producers. The automobile was new-to-the-world when it was introduced, as were microwave ovens and pet rocks.

全新产品: 顾客或者生产商从未了解的产品或服务。例如，汽车、微波炉和宠物石在引入时都是全新产品。

Non-Product Advantage / 非产品优势

Non-Product Advantage: Elements of the marketing mix that create competitive advantage other than the product itself. These elements can include marketing communications, distribution, company reputation, technical support, and associated services.

非产品优势:产品本身之外的影响竞争优势的市场因素。这些因素包括市场沟通、分销、公司信誉、技术支持和附加服务。

Norming / 规范

Norming: the third stage of team formation where the team moves into the norming stage. This is when people start to resolve their differences, appreciate colleagues’ strengths, and respect the leader’s authority.

规范：团队形成的第三阶段，团队进入规范阶段。 这是当人们开始解决他们的分歧，欣赏同事的优势，并尊重领导的权威。

Open innovation / 开放式创新

Open innovation: defined as the use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation, respectively

开放式创新：定义为使用有目的的知识流入和流出来加速内部创新，并分别扩大外部使用创新的市场

Operations / 运营

Operations: A term that includes manufacturing but is much broader, usually including procurement, physical distribution, and, for services, management of the offices or other areas where the services are provided.

运营:此术语不仅包括制造过程，还包括采购、分销、服务以及办公管理和其它能提供服务的领域。

Opportunity / 机遇

Opportunity: A business or technology gap that a company or individual realizes, by design or accident, that exists between the current situation and an envisioned future in order to capture competitive advantage, respond to a threat, solve a problem or ameliorate a difficulty.

机遇: 公司或个人认识到的存在于现在和可展望未来之间的商业或技术差距。目的在于捕捉竞争优势、应对危机或者解决难题。

Organizational identity / 组织身份

Organizational identity: Fundamental to the long-term success of an organization is a clear definition and understanding of what the organization stands for, why does it exist.

组织身份：组织的长期成功的基础是对组织代表什么的清晰的定义和理解，为什么它存在。

Outsourcing / 外包

Outsourcing: The process of procuring a good or service from someone else, rather than the firm producing it themselves.

外包: 公司从外部采购产品或者服务的过程，而不是自己生产所需产品。

Outstanding Corporate Innovator Award / 杰出公司创新者奖

Outstanding Corporate Innovator Award: An annual PDMA award given to firms acknowledged through a formal vetting process as being outstanding innovators. The basic requirements for receiving this award, which is given yearly by the PDMA, are: 1. Sustained success in launching new products over a five-year time frame; 2. Significant company growth from new product success; 3. A defined new product development process, that can be described to others; 4. Distinctive innovative characteristics and intangibles.

杰出公司创新者奖:PDMA 一年一度通过专业认证颁发给杰出创新公司的奖项。要荣获 PDMA 这个年度奖项，需要符合以下基本要求:1. 在开发新产品方面持续5 年拥有新成果;2. 新产品的成功给公司带来显著的效益增长;3. 能明确定义新产品开发的流程;4. 独特的创新特征及无形资产。

Payback / 回报

Payback: The time, usually in years, from some point in the development process until the commercialized product or service has recovered its costs of development and marketing. While some firms take the point of full-scale market introduction of a new product as the starting point, others begin the clock at the start of development expense.

回报:产品或服务商业化以后所获收益与开发和市场成本相抵消的时间，通常以年计算。有的公司将新产品全面投入市场的时间作为起点，而有些公司以投入开发成本开始计算。

Perceptual Mapping / 感知映射

Perceptual Mapping: A quantitative market research tool used to understand how customers think of current and future products.

Perceptual maps are visual representations of the positions that sets of products hold in consumers’ minds.

感知映射:用于了解顾客对当前和未来产品看法的定量市场调研工具。感知映射是产品在消费者心中位置的直观呈现。

Performance Measurement System / 绩效评估系统

Performance Measurement System: The system that enables the firm to monitor the relevant performance indicators of new products in the appropriate time frame.

绩效评估系统:此系统能帮助公司在适当时间内实现对新产品相关绩效指标的监测。

Performance metrics / 绩效指标

Performance metrics: a set of measurements to track product development and to allow an organization to measure the impact of process improvement over time. These measures generally vary by organization but may include measures characterizing both aspects of process, such as time to market and duration of particular process stages, as well as outcomes from product development such as the number of products commercialized per year and percentage sales due to new products.

绩效指标：用于跟踪产品开发的一组测量，并允许组织测量过程改进随时间的影响。 这些措施通常因组织而异，但可能包括表征过程的两个方面的措施，例

如上市时间和特定过程阶段的持续时间，以及产品开发的结果，例如每年商业化的产品数量和新的产品。

PERT (Program Evaluation and Review Technique) / 项目评审技术

PERT (Program Evaluation and Review Technique): An event-oriented network analysis technique used to estimate project duration when there is a high degree of uncertainty in estimates of duration times for individual activities.

PERT(项目评审技术):一种以事件为导向的网络分析技术。通常用于子项目工期具有高度不确定性的整个项目的工期估算。

PESTLE / PESTLE 工具

PESTLE: A structured tool based on the analysis

of Political, Economic, Social, Technological, Legal

and Environmental factors. It is particularly useful as a strategic framework for seeking a better understanding of trends in factors that will directly influence the future of an organization – such as demographics, political barriers, disruptive technologies, competitive pressures, etc.

PESTLE：基于政治，经济，社会，技术，法律和环境因素的一种结构化分析工具。 它是极为有效的战略框架，是对趋势的更精准解读，是分析直接影响组织未来，如人口统计，政治因素，颠覆性技术，竞争压力等因素的关键。

Phase Review Process / 阶段审核流程

Phase Review Process: A staged product development process in which first one function completes a set of tasks, then passes the information they generated sequentially to another function which in turn completes the next set of tasks and then passes everything along to the next function. Multifunctional teamwork is largely absent in

these types of product development processes, which may also be called baton-passing processes. Most firms have moved from these processes to Stage-GateÔ processes using multifunctional teams.

阶段审核流程:阶梯式的产品开发流程，在此过程中，一职能团队完成一组任 务，所生成的信息传递给另一职能团队，然后此团队完成系列任务并 将信息传递给另外一组职能团队。此类型的产品开发流程并不适合跨职能团队合作，所以大多数公司正从此流程转向跨职能团队阶段–关口流程。

Pipeline / 产品管道

Pipeline (product pipeline): The scheduled stream of products in development for release to the market.

(产品)管道:将开发产品投放市场的预定途径。

Pipeline Management / 管道管理

Pipeline Management: A process that integrates product strategy, project management, and functional management to continually optimize the cross-project management of all development-related activities. (See Chapter 5 in The PDMA HandBook 1st Edition and Chapter 3

in The PDMA HandBook 2nd Edition.)

管道管理:将产品战略、项目管理和职能管理整合起来，以持续优化所有相关开发活动中的跨项目管理。(参见 PDMA 手册第一版第 5 章和 PDMA 第二版第 3 章)

Platform Product / 平台型产品

Platform Product: The design and components that are shared by a set of products in a product family. From this platform, numerous derivative products can be designed. (See also product platform)

平台型产品:一系列同类产品的设计和组成。这个平台可设计多种派生产品。(参见产品平台)

Platform projects / 平台项目

Platform projects: produce a set of subsystems and interfaces that form a common structure, from which a stream of derivative products can be efficiently developed and produced.

平台项目：生成一组形成公共结构的子系统和接口，从中可以有效地开发和生产衍生产品流。

Portfolio / 组合

Portfolio: Commonly referred to as a set of projects or products that a company is investing in and making strategic trade-offs against. (See also project portfolio and product portfolio)

组合:通常指公司正在投资并进行战略规划的一系列项目或者产品。(参见项目组合和产品组合)

Portfolio Criteria / 组合关键指标

Portfolio Criteria: The set of criteria against which the business judges both proposed and currently active product development projects to create a balanced and diverse mix of ongoing efforts.

组合关键指标:用来评价现有或计划中的产品开发项目以协调和平衡各方力量的一系列关键指标。

Portfolio Management / 组合管理

Portfolio Management: A business process by which a business unit decides on the mix of active projects, staffing and dollar budget allocated to each project currently being undertaken. See also pipeline management. (See Chapter 13 of The PDMA ToolBook 1 and Chapter 3 of The PDMA HandBook 2nd Edition.)

组合管理:对项目活动、人员以及分配到各项目的预算进行业务管理的过程。参见渠道管理。(参见 PDMA 工具书第一册第 13 章和 PDMA 手册第二版第 3 章)

Portfolio Rollout Scenarios / 组合产品首次公开展示

Portfolio Rollout Scenarios: hypothetical illustrations of the number and magnitude of new products that would need to be launched over a certain time frame to reach the desired financial goals; accounts for success/failure rates and considers company and competitive benchmarks.

组合产品首次公开展示:为达到期望的财务目标、成功率和公司竞争性指标，对一定时期内新产品的投入数量和规模的假设描述。

Primary market research / 首要市场研究

Primary market research: is defined as original research conducted by you (or someone you hire) to collect data specifically for your current objective

首要市场研究：定义为您（或您雇用的人）为您当前目标收集数据而进行的原始研究

Process Champion / 流程负责人

Process Champion: The person responsible for the daily promotion of and encouragement to use a formal business process throughout the organization. They are also responsible for the ongoing training, innovation input and continuous improvement of the process.

流程负责人:流程负责人负责推动正式流程的日常工作，负责对流程进行调整、创新和改进。

Process Managers / 流程经理

Process Managers: The operational managers responsible for ensuring the orderly and timely flow of ideas and projects through the process.

流程经理:运营经理，负责确保创意流程和项目流程有序及时地进行。

Process Owner / 流程拥有者

Process Owner: The executive manager responsible for the strategic results of the NPD process. This includes process throughput, quality of output, and participation within the organization. (See Section 3 of The PDMA ToolBook for 4 tools that process owners might find useful, and see Chapter 5 of The PDMA HandBook.)

流程拥有者:对新产品开发流程的战略性结果负责的执行经理。其工作包括流程生产能力、输出质量和组织内的参与度。

Product / 产品

Product: Term used to describe all goods, services, and knowledge sold. Products are bundles of attributes (features, functions, benefits, and uses) and can be either tangible, as in the case of physical goods, or intangible, as in the case of those associated with service benefits, or can be a combination of the two.

产品:用以描述所有商品、服务和所售知识的术语。产品是一系列属性(特征、功能、优点和用处)的组合，它们可以是有形的、有物形态的;也可以是无形的和服务利益相结合的;也可以是两者的结合。

Product and Process Performance Success / 产品和流程绩效成功

Product and Process Performance Success: The extent to which a new product meets its technical performance and product development process performance criteria.

产品和流程绩效成功:新产品满足其技术绩效指标和产品开发流程绩效指标的程度。

Product Architecture / 产品架构

Product Architecture: The way in which the functional elements are assigned to the physical chunks of a product and the way in which those physical chunks interact to perform the overall function of the product. (See Chapter 16 of The PDMA HandBook 1st Edition.)

产品架构:将功能要素分配到产品的物理模块，这些物理模块相互作用，发挥产品的所有功能。

Product backlog / 产品积压

Product backlog: A basis of agile product development. The requirements for a system, expressed as a prioritized list of product backlog items. These include both functional and non-functional customer requirements, as well as technical team-generated requirements

产品积压：敏捷产品开发的基础。 对系统的要求，表示为产品积压项目的优先级列表。 这些包括功能和非功能客户要求，以及技术团队生成的要求

Product Definition / 产品定义

Product Definition: Defines the product, including the target market, product concept, benefits to be delivered, positioning

strategy, price point, and even product requirements and design specifications.

产品定义:对产品包括目标市场、产品概念、收益、市场定位战略、市场价格、产品要求和设计规格的定义。

Product Development & Management Association (PDMA) / 产品开发与管理协会

Product Development & Management Association (PDMA): A not-for- profit professional organization whose purpose is to seek out, develop, organize and disseminate leading edge information on the theory and practice of product development and product development processes. The PDMA uses local, national, and international meetings and conferences, educational workshops, a quarterly magazine (Visions), a bi-monthly scholarly journal (Journal of Product Innovation Management), research proposal and dissertation proposal competitions, The PDMA HandBook of New Product Development 1st and 2nd Editions, and The PDMA ToolBook 1 for New Product

Development to achieve its purposes. The association also manages the certification process for New Product Development Professionals. Web site: www.pdma.org.

产品开发与管理协会(PDMA):探求、发展、组织和传播产品开发领域前沿理论与实践知识的非盈利性专业组织。在实现其目标的过程中，PD MA 召开地方性、国家级和国际性会议，建立教育体系，创办季刊杂志(《展望》)和双月刊学术期刊(《产品创新管理》)，审查提议和论文， 完成《PDMA 新产品开发手册》(第一版)和《新产品开发工具书》(第一版)。PDMA 还从事新产品开发专业人士的认证工作。网址:www.pdma.org.

Product Development / 产品开发

Product Development: The overall process of strategy, organization, concept generation, product and marketing plan creation and evaluation, and commercialization of a new product. (See Chapters 19

– 22 of The PDMA HandBook 1st Edition.)

产品开发:新产品的战略、组织、概念产生、产品计划及市场计划的制定和评估以及商业化的整个流程。

Product Development Process / 产品开发流程

Product Development Process: A disciplined and defined set of tasks, steps, and phases that describe the normal means by which a company repetitively converts embryonic ideas into salable products or services. (See Chapters 4 and 5 of The PDMA HandBook 2nd Edition.)

产品开发流程:一整套明确的任务、步骤和阶段，表明了公司不断将初始概念转化成可销售产品或者服务的正式途径。(参见 PDMA 手册第 6 章和第 7 章)

Product development Team / 产品开发团队

Product development Team: That group of persons who participate in the product development project. Frequently each team member represents a function, department, or specialty. Together they represent the full set of capabilities needed to complete the project. (See Chapter 9 in The PDMA HandBook 2nd Edition and Chapter 6 in The PDMA ToolBook 1.)

产品开发团队:由多人组成的跨职能团队，负责策划和执行新产品开发项目。

Product Discontinuation / 产品废止

Product Discontinuation: A product or service that is withdrawn or removed from the market because it no longer provides an economic, strategic, or competitive advantage in the firm’s portfolio of offerings. (See Chapter 28 of The PDMA HandBook 1st Edition.)

产品废止:一种产品或服务从市场上撤回或退出，因为它在公司产品中不再具有经济、战略或竞争性优势。(参见 PDMA 手册第一版的第 28 章)

Product Failure / 产品失败

Product Failure: A product development project that does not meet the objective of its charter or marketplace.

产品失败:一个产品开发项目没有满足公司和市场目标。

Product Family / 产品系列

Product Family: The set of products that have been derived from a common product platform. Members of a product family normally have many common parts and assemblies.

产品系列:一个公共产品平台衍生出的一系列产品。产品系列一般都有很多共同部分和组件。

Product Innovation Charter (PIC) / 产品创新章程

Product Innovation Charter (PIC): A critical strategic document, the Product Innovation Charter (PIC) is the heart of any organized effort to commercialize a new product. It contains the reasons the project has been started, the goals, objectives, guidelines, and boundaries of the project. It is the “who, what, where, when, and why” of the product development project. In the Discovery phase, the charter may contain assumptions about market preferences, customer needs, and sales and profit potential. As the project enters the Development phase, these assumptions are challenged through prototype development and in-market testing. While business needs and market conditions can and will change as the project progresses, one must resist the strong tendency for projects to wander off as the development work takes place. The PIC must be constantly referenced during the Development phase to make sure it is still valid, that the project is still within the defined arena, and that the opportunity envisioned in the Discovery phase still exists.

产品创新章程(PIC):指导新产品开发工作的职能部门或者项目团队的策略综 述。PIC 详述了项目运行的领域、目标和通常采用的方法。它适用于 单个项目或者项目的整个规划。参见文档最后的备注里修改和扩充的定义。

Product Life Cycle / 产品生命周期

Product Life Cycle: The four stages that a new product is thought to go through from birth to death: introduction, growth, maturity, and decline. Controversy surrounds whether products go through this cycle in any predictable way.

产品生命周期:新产品从出现到消失有四个阶段:引入期、成长期、成熟期和衰退期。但存在的争议是这个循环的方式是否可预测。

Product Life-Cycle Management / 产品生命周期管理

Product Life-Cycle Management: Changing the features and benefits of the product, elements of the marketing mix, and manufacturing operations over time to maximize the profits obtainable from the product over its lifecycle. (See Chapter 33 of The PDMA HandBook 2nd Edition).

产品生命周期管理:随着时间推移改变产品特性和功能、市场混合要素和制造过程，以在产品生命周期中获取利润最大化。(参见 PDMA 手册第二 版的第 33 章)

Product Management / 产品管理

Product Management: Ensuring over time that a product or service profitably meets the needs of customers by continually monitoring and modifying the elements of the marketing mix, including: the product and its features, the communications strategy, distribution channels and price.

产品管理:通过不断监控和检测混合市场的基本要素(其中包括产品及自身特征、沟通战略、销售渠道和价格)，随时确保产品或者服务能充分满足客户需求。

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