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Owing to keen challenges in an evolving market, new product development (NPD) is critical for an enterprise to prosper. To increase the likelihood of having a few successful products, NPD mix is usually selected in practice. Since, a firm has difficulty surviving independently in a high technology industry, flexible strategies to collaborate or to compete with firms within a technology innovation network (TIN) are essential. Therefore, finding an appropriate mix which can lead to a more satisfactory performance for an enterprise inside a TIN is an important issue, which this paper aims to discuss.

A modified‐analytic hierarchy process (AHP) model is proposed to evaluate the NPD mixes. Since, integrated product development is positively associated with efficiency and negatively with innovation, a suitable NPD operation with a mode of knowledge creation needs to be adopted by evaluating the result of the NPD mix.

The proposed model leads to a more satisfactory performance for the firm.

The result from the practical case study is in accord with the theoretical model, since this model keeps a firm operating simultaneously efficiently and innovatively, rather than trade‐off and balanced.

Product mix and the acquisition of the assets needed for their production are interdependent decisions. However, these decisions are frequently evaluated independently of each other and with conceptually different decision models. This article expands activity-based costing (ABC) to incorporate the cost of capital. The resulting model traces the cost of capital to products and thereby measures the economic value added (EVA) from their production. The discounted value of a product’s EVA over its life is equivalent to its net present value (Hartman, 2000; Shrieves & Wachowicz, 2001). The discounted EVA of a product also equals the net present value of the assets used to manufacture the product. Consequently, evaluating products with an ABC model incorporating the cost of capital enables product mix and capital budgeting decisions to be evaluated simultaneously. The article also examines the role of ABC when product mix decisions are made at the product and portfolio levels of the firm’s operations.

Planners and managers may be prisoners of their companies' accounting systems and not even know it. This is particularly true in companies that can make a variety of products by alternative processes, facilities, or machines. In these companies, top management periodically has to make strategic choices as to which products should be emphasized and how limited raw materials and production capacities should be allocated to those products in the medium to long term. These decisions are most commonly based on convential accounting figures—product costs and profits—which are developed with much effort and in great detail in most companies. This article points out the fallacies of total reliance on accounting profits for product mix selection.

The Chinese fashion market is becoming increasingly important in terms of consumption volume and value. A critical aspect of the Chinese fashion market is the role of the fashion retail buyer; however, there exists little literature on their role and their decision-making process. This paper, therefore, explores the role of Chinese fashion retail buyers, their decision-making process as well as the key factors that influence the retail buyer's decision-making process.

Informed by the inductive approach within Sheth's (1981) framework, in-depth interviews with a number of retail buyers in nine leading fashion companies in China were carried out to explore fashion retail buyers' decision-making processes.

The results show that management mentality, type of merchandise and type of decision context were the most influencing factors regarding merchandise requirements (MRs). Fashion retail buyers in China are substantially restricted by the management style of the firm, which also influences the product mix choice. To evaluate merchandise, fashion buyers take into account consumer demand, company position, geographical differences and fashion trends. In regards to supplier selection, production stability coupled with quality and cost factors become paramount. The study also demonstrates that country of origin (COO) is a less significant factor in the fashion buyer's decision-making process.

This is the first study that explores the fashion retail buyer's decision-making processes in the Chinese market. The results show Chinese fashion buyers' decision-making processes differ significantly from other markets. This paper offers guidelines for an efficient and effective fashion retail buying process in China. The findings offer important avenues for further research and provide insights for fashion professionals in the Chinese and other emerging markets contexts.

Cell formation design in cellular manufacturing systems (CMS) has been the focus of recent manufacturing research literature. A great amount of research has been published addressing either technical issues (e.g. part‐machine grouping algorithms) or operational issues (e.g. planning and scheduling in the CMS). Research addressing strategic issues in cell formation design has been minimal. Addresses strategic considerations in cell formation design, specifically, the linkage and relationships between specific cell design issues and the firm′s competitive advantage in the marketplace. It is demonstrated that cell formation design decisions must be addressed in alignment with the firm′s strategic plan and manufacturing competitive priorities.

Launched in 2005, Aava natural mineral water is one of the key brands in the natural mineral water market in India. It had sales of over Rs. 15 crore (150 million) in 2012 and it is the second largest brand and a volume leader in the natural mineral water category. The case discusses the dilemma faced by its Managing Director and his team in light of the emerging competition. The company needs to take important decisions related to customer segment selection, product mix and introduction of new product offerings.

Self‐service food stores are a new emerging form of retail technology in Saudi Arabia. By focusing on relevant institutional, planning and operational dimensions, this exploratory study describes and analyses the process by which this form of food retailing was adopted. Data were collected from 96 stores located in three metropolitan areas of the Kingdom, and the results suggest that the sudden proliferation of these stores during the past decade was characterised by the lack of rational planning, short‐term decision making orientation, and limited concern for promotional activities. The analysis of the 62 study variables indicated that differences in store size exerted limited influence on store marketing activities and had a moderate effect on store planning and institutional dimensions.

Theeuwes and Adriaansen (1994), among others, have asserted that activity-based costing (ABC) is inappropriate for operational decision-making. In this article, ABC is modified to reflect separate flexible and committed cost driver rates for an activity. This enables the model to reflect the difference in the behavior of an activity’s flexible and committed costs needed for operational planning decisions. The modified ABC facilitates determining the resources required to produce the product mix developed from the firm’s strategic plan and the excess capacity that will result. The modifications made to ABC aid in determining an optimal product mix when the firm has excess capacity, while the traditional ABC may not. Equally important, it facilitates measuring the financial implications of the resource allocation decisions that comprise the firm’s operational plan. As the operational plan is implemented, operational control is used to ensure that it is performed in an efficient and effective manner. The modified ABC enables the firm’s managers to compute the different types of deviations that arise from using flexible and committed resources at the unit, batch, and product levels of the firm’s operations. This aids in understanding problematic aspects of the firm’s operations and identifying where management resources are needed to improve operational efficiency.

Retail buying is an under‐researched activity which is of crucial importance to retailers. Conducts a survey of buyers in large UK retailers to investigate the range of activities in which buyers are involved and explore the interface between the buying function and other functional areas. Demonstrates the breadth and challenging nature of the buyer′s role and explores the qualities needed by individuals wishing to make a success of retail buying. Finally, suggests that buyers carry the main responsibility for implementing a company′s marketing activities and suggests areas for further research.

The importance of reducing product lotsizes in converting traditional job shops into just‐in‐time (JIT) type manufacturing systems has been addressed in the literature. This paper presents a lotsize reduction model for closed stochastic production systems. The model is formulated based on an M/G/c queuing lotsize model. Product lotsize choice is related to all major components of job flow time: waiting time in queue, batch processing time, batch moving time, and finished goods warehousing time. The research is motivated by the fact that an optimal lotsize solution that minimizes only average job waiting time in the shop may not be optimal when the effects of job batch processing time, batch moving time, and batch warehousing time are also considered. There is no general closed form solution to the model due to the complexity of its nonlinear formulation. Based on the unique properties of the model, heuristic solution procedures are developed. The research demonstrates opportunities for shop managers to significantly reduce product lotsizes while minimizing total operating cost.