A theory of successful product breakthrough management: learning from success

Posits that developing breakthroughs is much more costly and risky than introducing simple product line extensions. Therefore, breakthroughs need to be managed differently. After developing a model to manage breakthroughs, generates a series of hypotheses and tests them against the information obtained from 30 major companies. The companies were chosen on the basis of one successful product that lasted over a decade in the marketplace. They were chosen from 143 product‐companies and only 30 of the products in question had survived. Provides important information regarding the management of breakthroughs.