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Due to the economic condition of Nigerian society, firms undertaking new product
development are faced with an environment which is characterised by long lead times
from basic research to industrial application, a commercialisation phase with short lead
times and an increasingly accelerated rate of obsolescence under the global competition
of the new product development process. Marketing problems are numerous and
inevitable as most products are not doing well to satisfy the consumers, as a result of
poor marketing research to improve the quality of the product. The basic objective is to
address the importance of marketing research on new product development and also
examine the circumstances under which marketing research can likely be used in the
stage of new product development and its impact on profitability. The questionnaire and
interview methods were used to collect data for presentation and analysis. The simple
percentage justified the entire findings and the statistical techniques of chi-square
explicitly show that market research is pivotal tool for new product development and
management decision. The entire findings of the study shows that in an attempt to
evaluate the use of marketing assessment on new product, the entire area of the study
needs a proficient market research development, more budgetary allocation is needed to
propel marketing research to boost new product. And the finding of this study is that
company organizational structures of market reveal lack of marketing research
department of its own and budgetary allocation to marketing research is inadequate. The
recommendation clearly stated that companies should take note of the type of research
approach to use at the stage which is concerned with comparing the concepts with or
against existing market of the competitor. Companies believe that NPD is their life blood;
it can be the better way to survive firmly and be more competitive. In addition, the
strategy of how to manage NPD process effectively and efficiently is becoming a
powerful way of achieving a competitive edge.




1.1 Background to the Study
Today‟s world is characterized by major changes in market and economic
conditions, coupled with rapid advances in technologies. Companies invest in marketing
research on New Product Development (NPD) to ensure future success in the market.
However, most marketing research on new products development are often more likely to
fail than to succeed, addressing changing tastes with new products is essential in
maintaining customer loyalty, so that good NPD becomes a key factor in
competitiveness. New products development can succeed if company change the way
they do marketing research. (Hollingsworth 1996, and Jeffery 1998) recommended that
NPD strategies and process should change to follow changes in market and technology.
It is widely recognized that effective new product development (NPD) processes are
causally important in generating long-term firm success (Cooper, 1993; Ulrich and
Eppinger, 1995; Wheelwright and Clark, 1995). They can lead to a core competence that
either differentiates a firm from its competitors (Prahalad and Hamel, 1990) or provides a
threshold competency that is necessary just to survive in fast-changing and innovative
industry sectors. Given the importance and value of NPD to firm performance,
researchers have developed descriptive frameworks based on linear, recursive, and
chaotic system perspectives, which provide different insights and descriptive theories
about NPD process structure and behavior. These are then often the basis for normative
research, which seeks to predict and prescribe causality in NPD processes (Griffin, 1997).
Problems in conducting effective marketing research on NPD are magnified in
many major industrial countries, where spending on research and development, and
management of NPD may be even less favorable. However, while some research on NPD
in the developing world has begun to appear, NPD success factors have received some
research attention, usually higher technology industries provide the context. Developing
countries are quite competitive in some industries, which do not require advanced
technology, but they still need to do marketing research on NPD to keep up with market
Marketing research on NPD may not necessarily be applicable in the lower-tech
industries where these industries hold competitive advantage we examine the impact of
marketing research in NPD in industries. Management is often confronted with the
dilemma whether or not to invest in a particular stage of the new product development
(NPD) program, given market and technology uncertainties surrounding such a decision
in current markets, most of all technology-driven or high-tech markets (Moriarty and
Kosnik, 1989). The changing economic conditions and technologies combined with
increased domestic and global competition, changing customer needs, rapid product
obsolescence and the emergence of new markets, require a fast resource allocation
process in NPD; see (Bower and Hout 1988, Griffin 1993, Gupta and Wilemon 1990 and
Rosenau 1988). At the same time, market and technology uncertainty demand for
flexibility in the program; see (Sanchez 1995, Wind and Mahajan).
To remain competitive we must focus more on value added products in the future,
which will require increased investment in marketing research.
Modern retailing and changing consumer preferences foster demand for products with
better quality, longer shelf life, and better packaging. Foreign brands which were
previously imported for a high income minority are now manufactured locally and
affordable to the average.
NPD is probably the most important process for many companies as it improves and
develops the company‟s innovativeness. In essence, NPD is a source of attracting
customers once the developed products have a high quality.
In business new product development (NPD) is the complete process of bringing a
new product to market. A product is a set of benefits offered for exchange and can be
tangible (that is, something physical you can touch) or intangible (like a service,
experience, or belief). There are two parallel paths involved in the NPD process: one
involves the idea generation, product design and detail engineering; the other involves
market research and marketing analysis. Companies typically see new product
development as the first stage in generating and commercializing new product within the
overall strategic process of product life cycle management used to maintain or grow their
market share.
The process of NPD is crucial within an organization, but it is a complicated and
time-consuming process in which several different activities are involved. NPD is
commonly defined by a number of researchers as the transformation of a market
opportunity into a product as a result of the integrative coupling of market assumptions
with technological possibilities (Krishnan and Ulrich, 2001., Griffm and Hauser, 1992, 1996). The Product Development and Management Association (PDMA) in 2006 defined
NPD as an overall process of strategy, organization, concept generation, product and
marketing plan creation and evaluation, and commercialization of a new product. This
means that NPD is a process that begins with opportunity identification and ends with a
set of information that adds value to customers and brings returns to an enterprise.

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